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Barry Melancon is retiring as president and CEO of the AICPA at the end of this month. One of his last presentations in that role was at the Accountants Club of America last week. I have been fortunate to know Barry and to have attended many of his presentations and especially his annual visits to the ACA, which he has been doing since he started at the AICPA in 1995.
Much has been written about Barry and I am sure much more will be written about him. I am looking forward to reading much of this. Also, he will not withdraw into the sunset and will continue to make an impact on whatever he chooses to get involved in.
His presentation at the ACA covered a lot of ground and included expected tax legislation under the Trump administration, the growing federal debt, private equity incursion into public accounting, the growing use and reliance on artificial intelligence, training new skills for staff and accelerating their growth into the new services they will be needed to perform, and his thoughts about the future of small practices, which make up about 43,000 of the estimated 44,000 accounting practices in America. I took extensive notes on everything he said, but I want to share some of his comments about small practices along with some of my thoughts.
AICPA president and CEO Barry Melancon speaking at Engage 2021
Barry did not define the size of a “small” practice, but I believe they are practices with a single owner working alone up to those with not more than 50 people; and with possibly 15,000 practices with not more than a half dozen people. However, in the whole scheme of commerce, even firms with 50 people are small businesses. The Big Four are huge, ranging from over 50,000 upwards to 170,000 personnel worldwide and revenues from $12 billion to $33 billion. The next dozen firms have revenues over $1 Billion and employ from 4,000 to 17,000 people. These numbers are based on the 2024 Accounting Today Top 100 Firms, published in the March 2024 issue. That is pretty big, but many at the lower end of that group and just below them evidently feel they cannot compete effectively and are merging together, being rolled up to create bigger organizations or joining in with private equity firms.
Barry feels there is an important and definite need that small firms are filling. But he suggests that small practices would be better positioned for the future if they concentrated on developing a specialization in a niche. To do this, they should decide on their business model, who their market is, what they feel they could do better than anyone else or at least excel at, examine what their clients’ needs are and what the market would value. They should also recognize who they could partner with when a client requires services beyond their expertise. He suggested that a small firm can no longer be all things to all clients as many have been in past times through to the present.
I liked what Barry said, how he said it and I agree with him. However, I think that when niches are identified, they refer to technical services, types of accounting services or industries. I think that small accounting practices need to consider “trusted advisor services” as a niche. I would define this as being available to clients when they need guidance, want a knowledgeable and independent sounding board, need someone who is aware of their entire situation and who is responsible for keeping everything on track. That is what small firm partners do for their clients. Incidental to this, they also do tax returns and prepare financial statements, give necessary tax, financial, estate, succession and business planning advice and the overall coordination and execution to make sure everything is done properly. I know that because that is what I did my entire career, along with my partners. We also trained our staff to follow our lead and many of them have evolved into their own successful practices. In effect I considered myself an “expert generalist” and that was my niche.
It wasn’t easy, but neither is anything else, especially becoming an expert in a specialized area. Becoming an expert generalist needs a stronger than basic knowledge in each of the areas I mentioned in the previous paragraph. It doesn’t mean becoming an expert in any of those areas but being very good in them. You need to be good enough to handle about 90% to 95% of the issues that arise and able to recognize when you cannot handle something and need to bring in a “real” expert. That is why Barry’s advice about establishing a network of other accountants that could be brought in to consult with your clients is prescient. Without that network, I don’t think you could serve your clients properly and would actually be doing them a disservice.
Small business clients are primarily family owned or have two or three partners. However, some can have revenues into the hundreds of millions of dollars with substantial bank debt. The financial statements of the smaller revenue clients can usually be handled completely by the accounting firm, but any audits and especially the audits of the larger revenue clients can be done by larger accounting firms with the regular firm preparing the workpapers, writing the financial statement and perhaps performing an occasional internal control review. Likewise, a larger firm could review the tax returns before they are finalized, as they can with tax plans and other issues as necessary or as they arise.
A small business client cannot expect their accounting firm to have all the expertise necessary for all situations but would trust them to recognize when they need to call in an expert and would understand the added charges. The client is buying the relationship, trust, availability, overall knowledge of the client with crucial insights and proven judgement.
A lot will be written about Barry Melancon’s impact on the profession and moving it forward … really forward. I also learned a lot from him that has influenced a lot of what I did and will be doing. He was a giant in our midst, and we all owe him gratitude for redefining our profession in a way that puts accountants ahead of the changes rather than us trying to catch up. He saw the future and moved us forward to meet it.
Mark Koziel will be succeeding Barry as the president and CEO of the AICPA and will be continuing Barry’s pattern of presenting his views of the profession and where it is heading at the ACA on Feb 10. Here is a link to register if you wish to attend either in person or virtually or if you want additional information about this fine group. https://accountantsclubofamerica.org/.
Do not hesitate to contact me at [email protected] with your practice management questions or about engagements you might not be able to perform.
As corporate accounting departments cross the threshold into late July 2026, the adoption of continuous, automated auditing systems has reached a definitive turning point. Driven by advances in artificial intelligence and deep integration with modern Enterprise Resource Planning (ERP) platforms, leading finance organizations are moving away from traditional, periodic post-hoc audits in favor of real-time, 100% transactional verification. This technological transition is redefining internal control environments, reducing compliance costs, and eliminating the structural delays inherent in legacy quarterly closing processes.
Unlike traditional auditing frameworks that rely on statistical sampling—a process that inevitably leaves operational blind spots—continuous auditing software monitors operational data feeds continuously. Every purchase order, electronic invoice, payroll disbursement, and cross-border wire transfer is automatically cross-referenced against established corporate governance parameters, regulatory tax schedules, and anti-fraud algorithms in real time. Anomalies or unauthorized ledger entries are flagged instantly, allowing internal audit teams to investigate and remediate compliance gaps immediately rather than months after the close of a financial period.
The implications for executive financial management are far-reaching. By embedding continuous verification directly into daily transaction workflows, chief financial officers gain uninterrupted visibility into the organization’s true financial standing. Real-time balance sheet auditing eliminates the severe operational bottlenecks associated with month-end and quarter-end financial reconciliations, freeing accounting professionals to focus on strategic financial modeling, tax planning, and capital allocation rather than manual data entry and spreadsheet consolidation.
However, implementing continuous auditing requires accounting leadership to invest heavily in data governance and technical upskilling. Internal audit teams must evolve from manual ledger reviewers into system architects capable of auditing complex algorithms and validating automated data pipelines. Accounting firms and corporate controllers that master continuous auditing will establish a resilient compliance framework capable of meeting stringent international regulatory standards with total transparency.
WASHINGTON — In a major escalation of cross-border trade friction, U.S. President Donald Trump has signed executive orders imposing new 50% tariffs on a wide selection of Canadian exports, citing discriminatory practices by Ottawa targeting American auto, dairy, and beverage industries.
The new duties, announced Monday, will take effect in 30 days. They target a broad spectrum of consumer and industrial goods—ranging from wine, liquor, and milk products to commercial cement, furniture, clothing, and hockey equipment.
Untested Legal Mechanism
To enact the sweeping measures, the administration invoked Section 338 of the Tariff Act of 1930—a rarely used legal provision allowing the executive branch to levy additional tariffs of up to 50% on foreign nations deemed to discriminate against U.S. commerce.
White House officials noted that Section 338 addresses trade discrimination rather than national security or economic emergencies. The move comes months after prior global emergency tariffs faced legal challenges in domestic courts, signaling Washington’s pivot toward alternate statutory authorities to maintain import duties.
Senior administration officials briefed reporters that the measure directly responds to Canadian provincial bans on U.S. alcohol, restrictions on American vehicle exports, and import quota disparities affecting U.S. dairy and cheese producers relative to third-party trading partners.
“While the administration continues to secure reciprocal trade agreements globally, Canada retaliated against efforts to protect domestic industry,” U.S. Trade Representative Jamieson Greer stated.
USMCA Impact and Carve-Outs
Significantly, the newly ordered 50% duties will apply to designated items even if they otherwise comply with the United States-Mexico-Canada Agreement (USMCA).
However, the administration confirmed key targeted exemptions:
Energy products (including oil and natural gas)
Potash and critical minerals
Fish and seafood
Goods already governed by sector-specific duties (such as existing steel and aluminum tariffs)
Administration representatives emphasized that the tariffs do not stem from recent disputes concerning drifting Canadian wildfire smoke, noting that policy options regarding environmental spillover remain under separate review.
Canadian Response and Market Reaction
Following the White House announcement, the Canadian dollar experienced a sharp decline against the U.S. dollar, falling approximately 0.4% during evening trading.
Canadian Prime Minister Mark Carney issued a statement emphasizing that Canada’s earlier counter-duties had merely matched previous U.S. trade actions. “Canada stands ready to engage intensively to address outstanding issues with the U.S. to the mutual benefit of our citizens,” Carney stated, pointing to detailed proposals Ottawa submitted to modernize the USMCA framework.
Ontario Premier Doug Ford took a firmer stance, urging a “dollar-for-dollar” reciprocal response if the measures go into effect on August 19.
With a 30-day implementation window before the duties officially lock in, industry associations and trade groups on both sides of the border are calling for urgent bilateral negotiations to avert further supply chain disruption across North America.
The traditional accounting paradigm—defined by periodic monthly closures and post-hoc annual audits—is rapidly giving way to continuous, automated financial oversight. As of July 2026, forward-thinking accounting practices and multinational corporate finance departments are leveraging continuous auditing systems powered by advanced machine learning models. These systems monitor operational transactions in real time, shifting audit methodologies from sample-based post-analysis to absolute, 100% transaction-level verification.
The operational advantages of continuous auditing are transformative. Standard auditing procedures historically relied on statistical sampling, which, despite rigorous methodology, inherently left gaps where anomalies or fraudulent transactions could go undetected for months. Modern continuous auditing platforms integrate directly with enterprise resource planning (ERP) databases, instantly cross-referencing purchase orders, invoices, bank feeds, and tax records. Any deviation from established control parameters or unusual transaction behavior triggers immediate flags for internal audit teams, dramatically reducing detection lag from quarters to seconds.
Beyond fraud prevention, continuous auditing fundamentally alters internal reporting and decision-making. Executive leadership no longer has to wait weeks after the close of a quarter to evaluate precise financial standing; real-time verified ledger data provides an uninterrupted view of operating margins, tax liabilities, and cash flow dynamics. This real-time visibility enables corporate controllers to adjust capital allocation strategies dynamically, mitigating liquidity constraints and capitalizing on emerging commercial opportunities far more efficiently than competitors bound to legacy reporting cycles.
However, implementing continuous auditing requires accounting professionals to acquire new analytical capabilities. The role of the auditor is evolving from manual data reconciliation toward system validation, algorithmic model governance, and strategic risk interpretation. Accounting firms and corporate finance departments must invest in continuous technical education, ensuring that audit staff possess the data engineering skills necessary to design, maintain, and evaluate complex automated compliance systems.