All accounting firms should be eyeing private equity, according to speakers at Accounting Today’s 2025 PE Summit, whether as an option or for the way it will continue to rapidly transform the profession.
Private equity has “raised the bar” in shaping a more competitive landscape in accounting, panelists repeated throughout the conference, held Nov. 19 to 20 in Chicago.
Allan Koltin
“In 2030, what we recognize today won’t exist,” said Allan Koltin, CEO of Koltin Consulting Group, PE Summit co-chair, and keynote speaker. “We are going to blink, and [it will be] November 19, 2030. We are no longer preparing financial statements and tax returns. Lead off the next board meeting, strategic planning session, partner retreat with, ‘What do we need to be doing today?’ That is the strategic question of the decade.”
Koltin and his fellow speakers urged attendees to take stock of the changes since private equity first penetrated accounting back in 2021, when a pair of Top 25 Firms — EisnerAmper and Citrin Cooperman — took PE investments from TowerBrook Capital Partners and New Mountain Capital, respectively.
The collective growth fueled by those investments, and the several since — including the establishment of PE-backed platforms and other PE models — will only accelerate, said Koltin.
“The rate of change in the last five years has been insane,” he told attendees. “Think back to the steady-Eddie, run the play that’s called [days]. Strategic planning was where to go for lunch Saturday. What was there to plan? The next five years will be more change than the last years.”
Transformation is coming whether firms explore private equity for themselves or adjust to how it is leveling up their peers.
“2020 to 2025 is the golden age of public accounting,” Koltin said. “Who shined most was the leadership. I don’t care if you are private equity-owned or fiercely independent. What I do care, is that you have a strategy to figure out how to make this work.”
“The panel of fiercely independent firms,” Koltin continued, referencing an earlier PE Summit session on staying independent, “they are listening and learning. One thing private equity did indisputably was it raised the bar on performance. Better, tougher decisions are continuing to challenge us, and I think that made the profession all the better.”
Koltin’s sentiments — that whether independent or PE-owned, accounting firms cannot afford to ignore these changes — were echoed throughout the event.
“Most disturbing is one that doesn’t explore [private equity],” he said. “You don’t know what you don’t know. We have a fiduciary obligation to our partners and to our people. In October 2021, when PE came to be, we called it a great lab experiment, it had never been done before, and how would it work. Four years and two months later…” Koltin paused, before listing some of the numerous PE-backed firms, platforms, ESOP firms, “motherships,” rollups and more that have sprouted up since. “I don’t know of a group not hitting their numbers. They don’t want to unwind it, they want to keep going.”
What’s next
Even firms considering themselves too small to realize the PE trend might soon find themselves targeted, explained PE Summit co-chair Phil Whitman, CEO of Whitman Advisory, who said he is seeing private equity groups and venture capitalists “looking at much smaller firms.”
PE Summit co-chairs (from left to right): Phil Whitman, Bob Lewis and Allan Koltin
“I believe we are going to see continued significant competition for those smaller firms,” Whitman predicted, and added: “2026 is going to be the year of the tuck in.”
Bob Lewis, another PE Summit co-chair and president of Visionary Group, shared his own predictions during the same panel, including a similar change of scale: “another wave is coming, of minority investment.”
These shifts will be partially due to the very active current market, Koltin explained.
“The dirty, dark secret is there are way more buyers than eligible firms,” he shared. “Oftentimes, we are now telling firms, ‘We wish you came to us in 2021, 2022, 2023. It’s a saturated market. [PE firms] are going to need to see something spectacular or different — ‘We only want tax, or high-net-worth, or we only want CAS.'”
While specialization will continue to be a strategic advantage, firms will continue to contend with what the infusion of more capital into accounting — including the subsequent boost to technology like AI and new workforce models — will mean to its people.
“The war for talent will be over by 2030,” Koltin announced. “When accountants show up today, they are starting at A3 [level], and the work [below that] is going away. They are being pushed into the fire faster than we were ever able to do that. I think that’s so exciting.”
“By 2030, we will no longer be preparing — humans, in our firms, will not be preparing tax returns and financial statements,” he continued. “AI and offshoring coming together will do that. The upper partners already advising clients, will have more time to do that, to service A clients. How wonderful! The ones I worry about are the bottom third, the pure production.”
Firms’ “superstars,” though, will have their time to shine, Koltin said — as long as they can be paid. “There’s nothing worse than telling a superstar, ‘We feel bad, the firm had a bad year and can’t pay you.'”
Successful firms — those turbocharged with PE funding or the “fiercely independent” ones strategizing to remain competitive — all require one thing, according to Koltin.
“Leaders, it is your moment, what we’ve been auditioning for,” he said. “See where your firm is, and where it needs to be.”
He commended the firm executives in the crowd for taking the initiative of attending the PE Summit. “You’re the ones here, today and tomorrow, networking, with the opportunity to collaborate… Leaders, this is your moment,” he repeated. “Figure out, strategically, what is best for your firm.”
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.
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.
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.