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Art of Accounting: How to end the self-created pipeline problem

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I quit two jobs I liked because of poor raises. I resolved that when I had my own practice, I would not let this happen to my staff. And it never did because I paid the right salaries (and usually on the higher level). Of course there were exceptions. There are always exceptions. But as a rule, I never lost staff because of inadequate salary or a poor raise.

I do not think I was so imaginative, innovative or even too bright. I was using my early experiences as the role model to keep staff that wanted to stay and who I also wanted to stay. As things worked out, I pretty much made the right decisions when I quit since each future firm gave me added experience and opportunities, and the appropriate salaries.

I feel disgusted when I read interviews and articles about the pipeline “problem” when one of the causes cited is the low salaries being paid to entry-level and experienced staff who could earn much more in positions outside the profession.

I, along with my partners, came up with rationales for our higher salaries. I think these are just plain common sense. It was certainly good business for us, and here are some of the things we did and the reasons. This shares my pre-Withum experiences, but from what I hear from colleagues, everything we did is still valid. However, very few firms duplicate it, just as very few duplicated it 45 years ago when I started writing and speaking about this. This is not new stuff. 

  • For starters, we were a small practice and primarily hired people out of school. Generally, we weren’t competing with the larger firms that had higher starting salaries, so we paid a little lower than “market” to get staff on board. We had a great training program and our staff advanced quite rapidly. What we did was recognize the value they acquired and gave them a raise after six months and every six months thereafter for about two to two and a half years until their steep learning curve leveled off somewhat, and then moved them to an annual raise. We, in effect, paid them what they were worth at the end of every six-month period. 
  • Many colleagues pointed out to us that we were paying staff for what we taught them at our expense, and they thought we were foolish. The fallacy in this is that our staff owned what we taught them and if they left, we lost what they knew, the relationships they established with clients and the level they were performing at for us at that time. We did what we needed to do to keep them, and since money was a key issue we paid them what they were then worth in the market.
  • The result for us was a much lower turnover and greater longevity with us and with our clients. This cut our time recruiting and onboarding and training new staff. Instead, we had added time to bring our staff along to perform at higher levels … and for which we gladly paid them. Our colleagues got mired in a cycle of ongoing staff replacement recruiting and onboarding that we completely avoided. And this accelerated our growth.
  • Our accelerated growth also led us to innovate more and provide added services to clients, increasing client satisfaction and our income. Clients also appreciated that we did not have a revolving door of new staff. 
  • We actually had a revolving door, but it was for controlled growth for staff and more efficient client servicing, without disruption to clients. We realized staff could not grow if they remained on the same clients indefinitely. What we did was have someone who worked on a client start after two years to train a newbie for a year and then step back and become their supervisor. The newbie worked another year by themselves, and then they were ready to train the next newbie on that client. The clients saw continuity and because of our systems there was never a break in the services or deliverables. Depending on the dynamics, occasionally the supervisor remained on that client as the manager and performed many of the services a partner would have performed.  
  • We trained staff well in the technical areas and also on our systems, methods and culture. Further, because of our systemized approach to training, a one-year staff person was able to train an entry-level person, just as a two-year person was able to train the one-year person, and this worked all the way up the experience ladder. Our managers were trained by us and started their careers with us.
  • I recall reading a cartoon showing two older partners talking to each other. One said, “Why should we spend effort training staff who will then leave?” The other said, “Suppose we do not train them and they stay!”
  • We trained to have staff perform at the highest level they were capable of as long as they worked for us. If we only got an extra year out of them, it was well worth the effort and expense, but we usually got more than that extra year.
  • Another thing we did was pay for overtime hours in the next paycheck. They worked extra, they were paid for it! If we weren’t able to generate added revenue from their added work, we did not deserve to remain in business. Our staff never complained about working overtime, and I was told that some spouses encouraged it because of the added payment.
  • As for overtime, we only asked staff to work extra if there was work that needed to be done. This certainly was during the couple or three weeks before March and April 15, but not usually during other periods except if there were special circumstances.

There is a lot more, but the shallow reason that the pipeline is drying up because of low or inadequate salary could easily be remedied. We have it within our power to change this. When will you start?

I posted an earlier column with four reasons why staff remain with a firm. Money was one of them and the others were, growth, experience and flexibility.

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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