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Art of Accounting: Planning for 2025’s tax season

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Tax season is about providing superior , high-value services to clients. That means doing everything necessary to make the experience of working with you pleasant. It also means considering everything you do from the vantage point of the client.

It’s about the client. That means user-friendly engagement, processes, communication and availability. It’s also a matter of exceeding expectations, treating deadlines as promises, keeping your promises, avoiding unnecessary extensions, never bad mouthing or blaming the client, and looking to add value at every opportunity.

It’s about your internal processes. Your processes should be established to facilitate your work and what your staff does. This includes major initiatives on error avoidance, sequential work scheduling and checklists. That’s all good, but the focus needs to be on how what you are doing will affect client services and deliverables. For instance, are the instructions clear? Can they be downloaded effortlessly by the client? Are the deliverables carefully labeled and identified? If paper documents are to be returned or forwarded, are clear instructions and envelopes provided? If there is a rush, were stamps put on envelopes, or a courier envelope provided (using the client’s account number)? Was your invoice presented with clear payment instructions? The point is that what you do is your business, but what the client receives from you is also your business. Do not sacrifice user-friendly client processes for internal expediency. 

It’s about your staffing and training. Staff longevity with your firm is important, but it is also important to your clients. Revolving door staffing is upsetting, disconcerting and wasteful for you, but also for the clients who work with those staff people. Turnover is inevitable, but slowing down turnover can be very helpful on your internal processes as well as with client service. Clients have deep relationships with the partners but develop comfortable working relationships with the staff they regularly see and who they know do the bulk of the work. They open their books, share their concerns and in many cases look forward to their visit, be it in person or virtually. For that reason, reducing turnover is important. However, do not keep underperforming, undergrowing and underachieving staff for these reasons. Clients know who the dead heads are, but as long as they know there is a pipeline from that staff person to the partner, they overlook the staff person’s inadequacies. For that reason, you need to train your staff to let you know everything the client says to them and what is going on with the client. Everything! Staff who do not do that should not be permitted to continue working for you. Staff that do, regardless of their deficiencies, have a value to you. You need to manage this segment of the relationship because it is important.

It’s about making more money. This means pricing your services appropriately. You need to communicate the need for additional services before you perform them, explaining the reason and need for the added work, value or benefit to the client. It’s about the value. Provide value and you will make more money. Morphing into a commodity service practice will work great for you if that is what you want. Hey, H&R Block does quite well with that. However, if you want to be above the commodity level and be the true professional service provider you studied and trained to be, then you need to look at adding value at every interaction with the client. Also, bill promptly and if a special bill is necessary explain it to the client before you perform the services, so the client becomes empowered with making the decision. Doing the work because the client needs it, and charging for it afterward, does not work, is not a good best practice and will not have you get paid for the value you conferred to the client. One more thing (for now — there are a million more things, but not for now) is to call for payment as soon as the invoice becomes past due. My definition of past due is 10 days after the invoice was provided to the client. Make the call. It’s your money. Also, clients find comfort knowing you approach your practice as a business and also by knowing they are current with you. Yes! Comfort!  

It’s about your culture. Your culture permeates everything you do and everyone you interact with and every minute anything is done in your practice. Your culture should include keeping every due date, responding promptly to every text, email or call from a client, and making the call when there is something unpleasant to tell the client or when something is on the client’s mind, and you know it is the kind of thing they will call you about. If you don’t know what’s on their mind, then you need to be in better touch with your client, so work at this. Also train your staff to understand how to anticipate questions about what is on your clients’ minds. They are part of your team. 

It’s about having fun. What we do is work, but it also should be fun. Fun is contagious. If you are not having fun, the clients will sense that, and it will cause a fissure in the relationship. All fissures start small until they burst. Communicate that fun, and so should your staff. That way, your clients will look forward to your calls, not dread them. 

Make your plans for tax season now based upon happy, pleasant and fun relationships with your clients while figuring out how to add value to every interaction with them. This works. I know this for sure!

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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