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Art of Accounting: The vanishing buyers of small practices

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There is no question that there is widespread consolidation of accounting practices, but this is taking place among the larger firms. You can read about a merger or acquisition multiple times a week in Accounting Today. The trend I have seen is difficulty in small practices finding suitable buyers.

I believe the shortage of buyers of small practices is because the potential buyers are not qualified to handle a small practice. When I “grew up” in public accounting, I worked for small firms where I needed to do everything a client needed done. Sure, it was a less complicated period, but I needed knowledge and skills preparing all types of tax returns, as well as financial statements that were mostly compilations but still with a fair amount of reviews and even some audits. I also had to do systems review, not just filling out internal control questionnaires but helping a client work through weaknesses they had discovered or that kept them awake at night. The job involved speaking with bankers about what they wanted, the purpose of the business’s covenants and compensating balance amounts and quality of collateral.

We were reviewing escalation clauses in leases, calming down an IRS revenue officer when a client fell behind paying the withholding taxes, helping a client understand the total costs of their products and their breakeven sales amounts, the layered structure of payments to their salespeople and representatives, how to calculate their interim inventory and industry expertise. We also became sounding boards to our clients and “unlicensed” psychologists. I tell a lot of stories about this in my Memoirs book. 

What has been occurring over the last two dozen or so years is a trend toward specialization or partitioning of skills. The reasons are the growing complexity of tax returns, combined with digitization of the input and many of the repetitive processes, along with the even greater difficulty of financial statement preparation, reviews and audits.

The use of virtual work has been growing over this period, with a great acceleration since the COVID shutdown in March 2020 that has reduced the relational interaction with clients. That was an important driver of queries and discussions, providing insights into a client’s thinking and concerns. A lot of higher-level discussions were with the partner but plenty of them also took place with the “kid” spending that day with the client. None of this is good or bad, it is just different, and while it raised specialized skill levels it also served to reduce the one thing that I felt created the smaller firm’s raison d’être as well as a training ground for future CPA practice owners. 

Do not misunderstand me. The relationships and interactions still exist, especially with older practitioners. But it is a declining skill or talent. The younger staff are not being presented with the opportunities that were ubiquitous during my and some later generations, but no longer so. This means that the skills needed to succeed in a smaller practice have declined and this serves to decrease the pool of available buyers.

Furthermore, moonlighting, which was prevalent in my day, has become less frequent, primarily because of the longer work hours. When coupled with the drop in skill levels needed to properly service smaller clients, it has reduced the staff people’s “desire” to seek out after hours work opportunities. Again, things have changed, not just one thing but a confluence of actions.

Considering what I suggested here, the pool of available buyers of small practices has declined. It has not exactly vanished as the headline title suggests, but I think we are past the beginning of this trend. That has made it harder to sell a small practice and has served to reduce the prices and lengthen the time to consummate a sale, stretching out the exit period.

Twenty years ago selling a small practice was pretty easy since there was an abundance of buyers. That’s not so anymore. This is a trend that is occurring because of changing circumstances, not because of any predestined plan or conspiracy. 

These comments are based on my limited observations of colleagues I have met or spoken with who have had extreme difficulties selling their practices that I know would have been easy sales 20 years ago. The purpose of sharing my thoughts is to provide a heads up of what might be expected, including a longer sale process and a lower sales price. I suggest factoring my thoughts into your planning. If I am wrong, you will have lost nothing.

Comment: My Memoirs as a CPA book has been published and is available in Kindle and print editions at amazon.com. Buy it, read it and enjoy it! 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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