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Art of Accounting: The changes for 2025 that 2024 brought

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Right now many people are making resolutions of what they hope to accomplish in the forthcoming year. I think a better use of their efforts would be to evaluate their accomplishments this year and see how they could build on them. Here are five areas you should have grown in during 2024 that can be built on. If you haven’t grown in any of these areas, then use this as a roadmap for what you can do in the new year.

1. Technology adoption: The growth of the use and adoption of the newest technology and digital security is occurring at an extremely rapid pace. Each day of delay will set you further behind and make it harder to catch up. If you haven’t made a meaningful leap, then you should use 2025 to do so. This is real stuff! Be realistic and ask yourself if you’ve done and are doing as much as you could with technology adoption.

2. Staffing: Training and retention have been identified in a recent survey posted in Accounting Today as the most critical issue confronting medium and large practices. I do not understand why small practices don’t agree with this. Before we merged with Withum, my partners and I felt the single area that held back our growth the most was the dearth of qualified staff, but we did something about it. We pretty much started only hiring recent graduates and invested heavily in training them, and it worked wonders for us. Our investment paid off with our staff growing, staying with us longer than they might have otherwise and our having a stable staff successfully following our systems. We quantified our investment, and the dividends were abundant and consistent. Ignoring this important area dooms your practice to mediocracy and stagnation. Think about your growth with your staff in the last year, and if less than excellent, then do something about it. While I have been with Withum 20 years now, I speak to many practitioners regularly and the biggest concern they have is staffing. And yet, I see many doing little that’s different. Get going with this.

3. Workload compression: It is part of public accounting and also private accounting with its year-end closings. It cannot be helped, but it can be managed. One way is to shift work that could be done before your tax or busy season gets hot and heavy to the earlier slower period. Another way is to embrace smart scanner and practice management software more fully. Other ways are to hire temporary staff and develop quick methods to train them with most of the tax return preparation processes and to make better use of the admin staff to relieve the preparation staff from detailed oriented administrative steps. A final way is to do the unthinkable and get out of the tax preparation business. Be realistic about how well you managed your workload this past year. If not as well as you think it should have been, then get started now with some tax preparation projects you can do now rather than the end of March.

4. Keeping current: There is a continuous flow of tax law changes, and A&A changes are also quite voluminous. The only way to keep current is to spend some time every day reviewing the changes. Putting it off, even for a couple of days, will create a massive project to face. If there are too many changes to keep up with, then you might also be spreading yourself too thin. If you are a solo, consider limiting what you do or developing an expertise in niche areas that should make you better able to stay current by limiting the areas of the inflow of changes. If you practice in a partnership, let each partner take over an area of expertise that they are expected to stay current in, and share your information with regular update breakfasts or lunches. If you want to be a professional, you need to be a professional, and that takes effort. Look at how you fared last year grappling with the changes. If you’re not happy, then don’t catch up. Just start keeping current from today onward.

5. Managing your time better: We all have the same amount of time, but some use it more wisely than others. An easy way to manage your time better is to not take on projects or responsibilities that have unrealistic deadlines, are beyond your area of expertise, that you are not compensated for or that are beneath your level of specialization. Delegating better solves a lot of “not enough time” problems. Delegating also means managing staff better and not subjecting yourself to have work pushed upward to you from staff. Make them do their jobs. Errors dissipate time and energy. Start a war on staff errors with a zero-tolerance program. Initially this will require an investment of time, but if done right it will create huge dividends in reduced demands on your time. Spend some time really reviewing the demands made on your time in the past year. Identify the biggest time wasters and biggest projects you worked on and decide how you could have avoided that much time, and then do something about it starting with any new demands on your time. 

These are daunting and there are other areas not mentioned here. However, if you pick one or a part of one of these five and get started, you will be that much ahead when you do your retrospective at the end of the upcoming year. If you are part of a partnership, decide which are the most critical for your practice and have each partner commit to one project.

You and the managing partner, if multiple owners, should have each owner or partner prepare a broad outline of their 2024 accomplishments and use that to set goals for 2025 with benchmarks during the year and a method to monitor the progress. 

I wish you success and good health and happiness in the New Year.  

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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