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CAS practitioners still hesitant on AI says ITA poll

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The entire world has been awash in AI for the past few years and accounting is no exception. Yet, when polled by the Information Technology Alliance, it was found that few in client accounting and advisory services reported they were using AI in any form, and when they were it was mainly generalist tools like Copilot. Considering the technology’s potential for the accounting profession, Michael Pynch, chief information officer for top 25 firm Wipfli, found this puzzling. 

“I was surprised to see so many CAS [practitioners] that aren’t using those technologies, given how much we talk about it. So the question to the group is, why? What’s stopping us?” he said during the ITA’s spring collaborative in Memphis, Tennessee. 

John Fleischer, chief information officer for top 10 firm CBIZ, suggested that the sheer diversity of tools on the market might be a little overwhelming and paradoxically make people more hesitant to adopt them. He also noted that AI still has significant risk factors which certain practitioners may not want to deal with. Despite this, he echoed Pynch’s puzzlement as to why so few were using AI. 

“[This] is one of the areas where it seems like we should have the most opportunities to automate and use AI to really drive up margins. I think it’s gonna have to come. I’m not sure why we’re not there yet,” he said. 

Sarah Sieman, senior director for CAS business transformation at CBIZ, said one big barrier is that people don’t always know what to do with it, and asking experts does not always help. 

“I literally had this conversation with some of our AI experts, they’re like, ‘What do you want to do with AI?’ And I’m like, ‘Well, what can we do with AI?’ They’re like, ‘Well, what do you want it to do?’ So I think there’s a little bit of an education component. You can have it rewrite your emails, but there’s so much more that it offers,” she said. 

There are a lot of opportunities out there, according to Sieman, but people need to understand the technology itself before being able to understand how it can solve their problems. For one, people don’t necessarily know how to prompt properly. She said many are still treating it like a Google search and so are unimpressed with the results. They don’t always understand that you need to provide more context for a better answer, and that you may need to iterate a few times for the best answer. 

With this in mind , she said CBIZ regularly holds prompt writing classes to improve people’s use of AI. Another thing she has found helps are what she called ‘road shows’ for specific use cases that have been used successfully in other parts of the firm. This has served to start some “ideas turning in their heads” when they recognize how the use case might be applied to, say, tax or CAS. Such efforts are essential for maximizing the usefulness of AI. 

“Everyone kind of knows what AI is, but to understand how to really use it well is another story,” she said. 

James Winton, a partner with top 25 firm Moss Adams and the other panel moderator, noted that there might also be some skepticism, as the hype behind the technology has sometimes meant it overpromises and underdelivers. He also suggested, though, that another issue might simply be inertia: it’s harder to retrofit existing systems for AI versus starting from scratch as certain startups have done. 

“The mature tools on the market that are like the backbone of our practices are having a harder time spinning out the AI in their product, whereas the startups like that’s that was the basis of their product, and they’re way better at it. So it might require us just being more agile to give up those like core tools that we’ve always used,” he said. 

Sieman also noted that there may also be questions over who controls an AI solution. Many clients want help implementing AI solutions at their businesses, and many CAS firms are eager to help develop them. 

“If we figure [AI] out and come to some sort of plan, then it becomes a matter of who owns what. What happens if the client’s disengaging and what happens with that product that you built or created for them? I think that is also part of why there is a hesitancy to even touch on that. We don’t necessarily have a roadmap for that,” she said. 

During the talk, someone from the audience brought up another possibility: the billable hour. While there has been a shift to other pricing models over the years, such as value-based or per-unit pricing, the billable hour remains common in CAS practices. Very bluntly, if a process that used to take 8 hours now takes only 1, that’s a major loss in fee income

“If you’re in the billable hour world, it’s not good to innovate, because you lose all of your hours. And then you risk [the client will] get rid of you. So in the traditional model, it doesn’t work,” she said. “So CAS practices that are smaller, which are not CPA firms and not in the billable hour world, can innovate faster.”

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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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