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Art of Accounting: Complaint about the price of my memoirs

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I received a complaint recently that my Memoirs of a CPA book is priced too high. The paperback edition is $24.95, the Kindle version is $5.99 and, if you have Kindle Unlimited, it’s free. Actually, I do not think the Kindle version or Kindle Unlimited is priced too high. As for the paperback version, I wonder how low it would need to be priced for that person to buy it.

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I buy a lot of books. My purchases are split between Kindle e-books and hard copies. I just bought a book titled Artemisia Gentileschi and the Business of Art for $65. Maybe that’s a lot to pay for a book about a woman who lived from about 1593 to 1654. A brief bio is that she was raped when she was 18 by a friend of her father and then at the trial underwent torture to prove that she was a virgin before she was raped. Anyway, she became very successful with her paintings, charged higher than standard prices and was a great marketer of her skills and her brand. This book is about how she ran the business of her art, an offbeat topic especially from a 17th century artist. I figure that if I get one idea from this book, it will be well worth the price.

At the same time, I know the value of my Memoirs book and cannot imagine any reader not getting a bunch of immediately usable ideas on how to make more money, run their practice better, provide clients with greater value, keep staff a little longer or have more fun. Perhaps I should have given the book away for free, only asking the reader to send me a check for what they think the value was to them. I think I’d then make way over a million bucks from this book!

The following are two short chapters from my book:

Being a sounding board to your clients

Entrepreneurs are the brightest, most focused, and most determined people I know. But it is also lonely for many of them.

There are few people they can trust, and sometimes they just need a sounding board of someone who won’t pass judgment but might point out inconsistencies or illogical conclusions. That is a role for CPAs and part of their trusted advisor position, and occasionally great things come out of it.

I have been in many meetings where the client did not want an opinion but needed to hear him or herself speak out loud to someone. CPAs are there for that. We listen, consider, sometimes prod, don’t pass judgment, and keep it confidential. We seem to know when clients want our advice — which is often — but we also know when to nod occasionally and be that sounding board. And sometimes opportunities arise!

One Friday morning, a client asked to see me. He owned a very large piece of land on an island in the Caribbean that his newly married fourth wife decided she wanted to develop. He wanted to see me so he could vent, rant and beg for a solution out of it.

In the course of his tirade, I latched onto something he said and suggested a plan that might make a lot of sense. I told him that upscale houses could be built just inside the perimeter, while the entire remaining inside portion of the property, which comprised over 75% of the area, could be donated to a wildlife preserve charity on that island. The tax deduction would be enormous because it would be based on the value created by the property sales and not his cost, plus he could add an easement restriction to the donation that prohibited any additional development on the property. The houses he built would have extended gigantic private beautiful “back yards,” increasing his selling price and allowing the client to get paid “twice” for his property — and become a philanthropist as well. It was a short meeting, about a half hour.

When I got back to my office, the client’s secretary called me. In the short time it took me to walk to my office, she arranged for me to fly to the island Monday morning, have a look around the property that afternoon, meet with an attorney, real estate agent and developer on Tuesday, have some follow-up and unrelated meetings Wednesday (that led to the client getting involved in more businesses on the island) and a return flight home early Thursday morning. That was the first of a number of visits by me to that island for the client.

The takeaway is that many times, CPAs help clients make lemonade out of lemons. But we have to be trusted, knowledgeable listeners and creative thinkers.

My boss hated the client

Early on, my boss took me to a client that I was to work on. He started to explain what needed to be done and what the client did, but then he said, “I hate this client — everything is always messed up, and nothing ever makes sense!” He also told me my work area would be in the factory. I would probably have to move a chair next to a carton that would serve as a desk, and he warned me the lighting wasn’t too good.

His remarks were like a kiss of death. For the next three or four months, I dreaded going to that client, always thinking how “messed up they were, and nothing ever made sense.” Then, it dawned on me that I was the person doing the work, and things were in order. The carton I worked on was a few feet from where the client packed his shipments. When he did, he always chatted with me about his business, customers, employees and pricing strategies.

He also told me things he liked to do, such as going to the opera (which I did too) and vacations he took or would like to take. The client also would buy me a sandwich to have lunch with him, and I became very friendly with him. And then I asked myself why I dreaded going there? I loved working there! It became my favorite client, that I eagerly looked forward to going to.

My boss’s idle remark prejudiced me against the client, and it took me months to get over it.

The takeaway for me was that when I would become a boss, I would only say great things about a client, influencing the staff to like the client and look forward to working with them. Negative remarks about a client never left my lips! Actually, negative remarks were never applicable — my clients were all great! My boss ingrained a negative perception about that client into me before I ever had a chance to form my opinion.

My book has 100 more chapters with similar ideas you could adopt.

Do not hesitate to contact me at [email protected] with your practice management questions or about engagements you might not be able to perform.

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Accounting

Continuous Auditing Transforms Corporate ERPs

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continuous auditing transforms corporate erps

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.

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Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

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.

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Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

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Transforming Compliance and Real-Time Financial Oversight

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.

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