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Art of Accounting: How to make clients your sales team

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Many CPA firms rely on client referrals for growth. I consider referrals a validation of a satisfied client. 

Occasionally the lack of referrals is because a client likes you and wants to continue using you but does not feel confident that you would do a good job for someone they might refer you to. There could be many reasons for this. If you feel their reticence is valid, then I suggest you examine the relationship and what might be done to right it so they will become a raving fan. Many of these clients feel that what you do for them is good and is part of the overall package of the relationship that they are happy about being with you. However, they feel something is lacking and that is what’s holding them back from referring you.

That is an important issue, but today I want to suggest ways to get more referrals from existing clients who are truly happy about their relationship with you, and I will start with a short story.

In the early 1990s we hired a full-time salesperson who was not an accountant, but a “professional” salesperson. We gave him a list of our clients and told him not to contact any of them, and otherwise, anyone else was fair game for him. About a month into the relationship, I overheard the receptionist buzz him and tell him that Mr. Soandso was on the phone. Later in the day I asked him why Mr. Soandso called him and he said he returned a call he made to him. He missed seeing his name on our client list and I called the client to apologize for the intrusion, explaining the call was from a salesman we hired. The client said he was not aware we wanted new business and the following month he recommended three clients to us!

That experience taught us that you have to let clients know you want to grow and would appreciate any referrals. We thought about this and realized that barring dissatisfaction with your services, the two major reasons clients do not recommend you are: 1) they do not think about it; and 2) they do not know how to go about it.

This led to us making a greater effort asking our clients for referrals and to develop “materials” for clients to use when referring us. We then considered our clients to be our sales force.

We changed the way we spoke and learned to never say we are busy or too busy and now we say, “We are doing quite well but are looking to grow,” followed by “and we would always appreciate referrals. They are important to us.” 

As “sales managers” we need to manage our referral base, which are our clients, professionals we interact with, bankers and pretty much everyone else we know, including our alumni and other CPAs. The way we go about this is to develop fact sheets, blogs, memos and speech handouts on the many specializations and industries we have expertise in and send them to targeted clients. Email has become a ubiquitous way to distribute much of this material. However, we also want to create a personal connection, and we do this by postal mailing printed copies to people we think are interested in those topics or who know people they could refer. We include a handwritten note saying, “The enclosed is something we wrote (or presented) and I think you would enjoy seeing it. Also, I would appreciate any comments or questions you have. Further if you think you want to proceed.”

I believe postal mailed information that is not immediately thrown away will linger for a while in sight of the recipient, giving it a much greater shelf life than an email. Note that it helps if you have a mailing address where they will receive that piece of mail. Many people now work virtually and only sporadically go into their office. If you can, mail it to their house. I am a stamp collector and when I mail this material, I try to select attractive stamps that also get attention. I have a few stories about clients I’ve gotten or friendships that developed because of my choice of stamps. In many cases the mail is sent by an express service or with a postage meter — that’s OK too.

Whenever we speak with business and larger tax clients, we try to make them aware of a new service that they might be particularly interested in. You can prepare some notes on some added services you could provide to each of your clients that you have meetings with. I prepare notes about two or three added services and usually get one added engagement every other time I meet with a client.

Another thing you can do is adopt my 1/20th Tax Client marketing method. This involves calling tax clients with a goal of getting added engagements from 5% of your tax clients each year. This might require contacting many more clients, perhaps as many as 15%, in order to achieve your goal. However, none of the extra calls are wasted because they are a way to let these clients know about the additional services you offer and to also suggest that they let anyone they know that they think would need such services about you. This works wonders! The 1/20th rule is explained and included in my checklist file which you can download for free here.

A final suggestion, for now, is to inform your staff about the importance of added engagements from clients, make them aware of what you offer, and how to approach it and look for openings. This takes some effort and training but is a very small investment with a very large payback with added business, better and more thorough services to clients, and more involved and aware staff.

The above might seem daunting, but it isn’t. It is many small things pieced together to create a very large whole. The goal is to make your clients more effective in referring you and more aware about how to do it. I did and do everything and this all works. 

And be the sales manager your clients, i.e., your sales staff needs.

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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