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Board members need more audit and finance skills

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Audit and finance skills are heavily in demand for corporate board members, according to a recent survey.

BDO’s 2024 Board Survey polled 249 corporate directors of public company boards in July and August and found that 27% of respondents said the top skill set for directors in 2025 is audit/finance.

“It was tied actually with cybersecurity as a skill set, and then just behind technology implementation and industry specialization, as well as corporate strategy,” said Amy Rojik, national managing principal for corporate governance of BDO USA. “I think this reflects several things that are important to public companies, in particular the heightened focus of stakeholders, especially regulators and investors, on the need for high-quality and reliable financial information and disclosures to aid in investment decisions. We all know that regulators are heavily pushing for transparency and disclosures across the board, and in particular with respect to financial accounting and reporting disclosures, along with important oversight responsibilities, particularly in increasing risk areas like cybersecurity where breaches can really have a material impact on a company’s financial condition.”

The New York offices of Top 10 Firm BDO USA
BDO New York offices

Photo: Richard Falco

The survey asked the board members what they believe are the greatest near-team opportunities for generative AI, and 11% cited finance and accounting.

“Anecdotally, the top three board education continuing education topics that we get asked to provide to the board are generative AI, cybersecurity and enterprise risk management,” said Rojik. “Those by far are the most requested things that, especially with the audit committee, we’re seeing as a topic of conversation that they want to dive deeper into. I find that very encouraging because it’s across the board.”

Some 17% of the survey respondents indicated that advancing the use of emerging technology is a top strategic priority, while lagging implementation of emerging technology (27%) is a top-cited risk. At the same time, a slight majority of directors (51%) indicated they plan to increase investment in emerging technology, while 41% intend to increase investment in cybersecurity, data privacy and governance over the next year. 

Generative AI has become a governance focus, with directors pursuing use cases and working to mitigate a wide array of risks. Approximately one third of directors (31%) selected customer experience (16%) or product/service development (15%) as the greatest opportunity for generative AI. 

Rojik pointed to a recent spotlight report from the Public Company Accounting Oversight Board on how auditing firms and financial statement preparers are using AI.

“It’s probably more at the forefront, where we’re probably on the audit side preparing more administrative documents or initial drafts of memos and presentations and researching internal accounting and auditing guidance,” she said. “Preparers may be doing something similar, maybe summarizing accounting standards and interpretations, and benchmarking company information. And then some are even using generative AI to assist in the performance of less complex and repetitive processes, such as preparing account recs or identifying reconciling items. I think the potential investments that companies are looking forward to are summarizing accounting policy and legal documents, evaluating completeness of audit documentation against relevant documentation requirements, performing risk assessment procedures and scoping the audit.”

But data privacy and security remain important factors, she added. Firms need to be careful about client information being loaded into a generative AI-enabled tool, who is allowed to use those types of tools on the audit, what level of staff, and where the supervision is in those models. 

“There’s still, fortunately for all of us, a very high human element of supervision and review to make sure this is all making sense and that we understand what’s going into these models that we’re exploring and what’s coming out has integrity,” said Rojik. “We have a long way to go on both sides of that, from an audit perspective and from a financial reporting perspective. I would say with confidence every audit firm is looking at how to do that, but they’re also looking at it from a lens of how the regulators are going to monitor, enforce and regulate that. There’s more to come in that space certainly, but that’s a huge area to keep an eye on for boards.”

The survey also included data on committee allocation for audit, and found 57% of the public company board respondents have an audit committee and serve on it, while 43% have an audit committee and do not serve on it, and 0% do not have an audit committee. 

The audit committee and others are confronting risks from technology and the economy.

“Organizations are really considering where they should be allocating risks, especially emerging risks, and so we’re taking a look at their traditional board structures in terms of the committee allocations,” said Rojik. “Is the audit committee the right committee to put all these emerging risks in? Should there be special committees of the board, or should there be separate committees? Several of our clients have recently instituted separate technology committees, or technology innovation committees. Some, especially financial institutions of a certain size, are required to have risk committees. The most important thing boards can be doing, though, is looking at how they’re putting together that allocation through their charters and other documents that hold them accountable, and then looking at how regulators are viewing the required disclosures.”

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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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