Cohen & Co., a Top 50 Firm based in Cleveland, is the latest firm to receive a private equity investment, in this case from Lovell Minnick Partners.
LMP is a New York-based private equity firm that focuses on investments in financial services, business services and financial technology companies. The amount of the investment was undisclosed, and Cohen did not reveal whether or not it represents a majority or minority stake in the firm. The investment is expected to close on Dec. 31, 2024, at which point the firm also plans to substantially increase the number of employee equity holders.
“We’re excited to take on a strategic investment from Lovell Minnick Partners to help drive the firm to the next level and continue on into the future,” said Cohen & Co. CEO Chris Bellamy in an interview. “We’re excited to take on the capital and invest in technology, process improvements, identify potential add-on acquisitions, as well as potential lateral hires, as we have a really good track record of doing both. We’re excited to adopt the new model, expand our ownership group substantially as a result of the transaction, and position the firm for future success.”
Like several other accounting firms that have accepted PE funding, Cohen will set up an alternative practice structure. Cohen & Company, Ltd., a licensed CPA firm, will provide attest services and will be led by Vince Curttright. Cohen & Co Advisory, LLC, not a licensed CPA firm, will offer business tax, advisory and other non-attest services, and will be led by Bellamy. Although separately owned and governed, the two entities will both use Cohen & Co as their brand name. Under this new structure, partners and professionals of Cohen & Co will continue to work together serving clients.
Chris Bellamy
“We will split into the traditional alternative practice structure, with Cohen & Co. retaining the attest firm, and Cohen & Co. Advisory LLC becoming the advisory and tax entity,” said Bellamy. “We’re targeting a 12/31 close, which will align with the restructuring as well.”
The firm plans to use the extra funding to grow. “We will continue to invest in the firm through technology improvement, expanded staffing and continue to grow via acquisitions as well as attract lateral hires,” said Bellamy.
Jason Barg
LMP partner Jason Barg led the investment into Cohen & Co. “Our view is that Cohen is really well positioned for taking on a private equity partner, and the additional capital will help an already established and growing firm to continue on that trajectory and even accelerate it,” he told Accounting Today. “Cohen has got a great history of serving its clients, being known for its specializations and high-caliber personnel, and we believe the funding will further enhance that market position.”
Cohen & Co. has been expanding its SEC audit practice, coming out in first place last year by a wide margin, according to an analysis by Ideagen Audit Analytics.
Cohen & Co. periodically does mergers and acquisitions. Last year, it added Szymkowiak & Associates CPAs and its affiliate, Pear Consultants LLC, in Buffalo, New York, as well as BBD’s Investment Management Group, a Philadelphia-based provider of audit and tax services for registered and unregistered investment companies. In 2017, it added Arthur Bell, a firm that specialized in auditing mutual funds, exchange-traded funds, hedge funds and investment advisors. The BBD deal yielded 54 new audit clients. Overall, the firm brought on 62 new engagements last year, and netted 57.
More mergers are likely as a result of the extra funding. “We are always strategically evaluating opportunities in the marketplace, and we’ll continue to do so,” said Bellamy.
The firm had been mulling PE funding for some time. “As part of our regular, ongoing planning exercise, our board and our leadership team have continually evaluated strategic alternatives, including taking on private equity investment as well as other potential scenarios, and that’s been something that’s been ongoing for the better part of 12 months,” said Bellamy. It has also been a regular exercise that the firm has done over its 47-year history,
As far as areas of the country or specialties where the firm might expand, Bellamy said the firm would continue to evolve and be responsive to the needs of its clients. “We have several national industry verticals and we’ll continue to focus on growth, as well as growing within all of our existing geographic markets as well,” he added.
Cohen & Co. was founded in 1977 and has more than 800 dedicated professionals across the U.S. and 12 offices in Illinois, Ohio, Maryland, Michigan, New York, Pennsylvania and Wisconsin.
“One of the things that really attracted LMP to Cohen is that within the verticals that they focus on, whether it be real estate or some of the other areas of focus, it’s a firm that really has a national caliber,” said Barg. “It’s well known within its sectors, beyond its regional hubs. We knew of Cohen & Co. for many years because of that capability. We knew them as an industry participant for many years and thought really highly of them. We do think it’s a strong launchpad to further build on those capabilities.”
One of the reasons why Cohen & Co. was attracted to LMP was its expertise in servicing middle market companies as well as its involvement in the financial services arena, Bellamy noted, adding that LMP has significant overlap with several of Cohen’s key areas of expertise.
The firm had been hearing overtures from various PE firms. “From the Cohen side, we’re always open minded and have had several conversations with market participants over the history of the firm,” said Bellamy. “We have known of LMP through some mutual relationships, and we’ve had mutual clients that we’ve also interacted with, so it was easy to pick up the phone when we received the inquiry,”
LMP had also been looking at CPA firms. “We as investors have spent a lot of time working in this specialty consulting area, working with human driven, people driven businesses,” said Barg. “Given the growth trends in the sector, the benefits of taking on capital and the fragmentation of this space, we believe that a well-positioned CPA firm has a great opportunity for growth. We’ve talked to a number of firms over the years, and we hit it off with Chris and his colleagues. We thought very highly of the firm before we got to even know them on a personal level, and then we developed a dialogue leading into this investment. It became very clear that we see the world the same way. We have a strong alignment in terms of where Chris and his colleagues want to take the business. It made the transaction discussions and investment discussions very straightforward. From our standpoint, we became very enthusiastic about partnering with this group of people.”
“We are excited to collaborate with Chris, the management team, employees and clients
to continue to build on their successes and support their growth trajectory,” said Tom Hutchins, a principal at LMP, in a statement.
Cohen & Co, also liked LMP’s background. “LMP’s experience operating in regulated industries was really important to us,” said Bellamy. “We are a significant public company auditor, given the stature of our registered fund practice and the background and the due diligence and the homework that the LMP team has done in the space were truly refreshing, and their willingness to collaborate with quality and risk management top of mind is really important.”
Hunton Andrews Kurth LLP served as legal counsel to Cohen & Co, for the deal, while Sidley Austin LLP served as legal counsel to LMP.
“We’re truly excited for the future,” Bellamy said. “We’re looking forward to enhancing our ability to achieve our strategic plan, to be a premium provider of services in the markets and industries we serve, to drive operational excellence and to be the employer of choice, and we’re excited that LMP will be our partner along for the ride.”
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.