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Fintech SaaS execs discover the enemy within, and it’s AI

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Imagine for a moment, you are the CEO or CRO of a growing fintech company when the news about how artificial intelligence can transform the accounting and finance industries first breaks.

The dollar signs start going off in your head, because you’re already perfectly positioned to be at the forefront of this upcoming boom.

You have the team, and you have the infrastructure, to capitalize on incorporating AI into your existing product offerings, which surely will excite the CFOs and controllers you sell to, making hitting your sales numbers automatic.

These controllers are desperate for technology to help their burnt out staff pick up the slack from the never-ending work that keeps piling onto their plates, and these CFOs are desperately trying to get it all done without incurring additional headcount costs, so they can report back to their board a decrease in cash burn.

Just when you think the opportunity can’t get any better, it does! The tech world announces AI agents, an iterative evolution of the original AI, which can quite literally do staff accounting work (and in some cases, one might argue it can even think at the same level of a staff – I kid! sorta). 

Your software engineers get to work implementing all of these new technologies and features into your product while you and leadership anxiously await the chance to inform the world of how you’re at the front edge of this time and cost-saving technological breakthrough!

Then, as you lay in bed the night before you’re about to make some major marketing campaign announcements, it hits you… as a fintech SaaS company, you sell seats. Your revenue numbers are tied to selling more seats of users on your application.

This dream very quickly became a nightmare.

Stuck between a rock and a hard place

If you missed it, the circular function resulting in a cell error in this situation (more accounting jokes), is that the technology being sold reduces the need for more people, and thus reduces cost… but in order for the company that is selling this technology to grow and report their exceeded sales benchmarks to the board, they need more purchased seats, which necessitates people to fill those seats!

The impasse is that the very thing which is going to help fintech products become better and more valuable to customers and users is also going to be the thing that reduces the number of customers and users.

Let’s also not forget about the optics.

Most accounting technology companies pride themselves on making life easier for the accountants whose work the technology is assisting with, but how much would these accountants want to buy the technology that could theoretically take their jobs?

You can see how this is a difficult situation, for fintech branding, yes; but also for us accountants to grapple with the idea that there is no winning either. We can either be left behind working inefficiently, or advance ourselves out of a job. 

That’s not to say there aren’t the lucky few who master the technology and get on top of it — because every system needs an operator — but why have a team of 10 when you can have a team of five?

To the CFO, this seems like a no brainer … and why wouldn’t the sales teams at fintech companies jump on the chance to appeal to the most critical part of this top level decision maker’s job: saving money.

It seems contradictory, since artificial intelligence is what has created the boom of B2B fintech SaaS companies over the last decade, starting with simple rules-based automations before AI was even a thing.

But as we all know, no opportunity is met without a challenge, and this one has been one brewing underneath all of the opportunities since technology first became the “LIFO the party” (OK, I seriously need to stop with these jokes).

So all doom, no boom?

It’s not all gray skies, as much as it sounds or appears like it may be.

The pivot point is clear and is part of a few other discussions that have been going around for years.

The first is the accounting profession rebrand, which I’ve written about before.

Technology offers us the chance to not just tell the next generation of accountants that their work won’t be as difficult and tedious because AI will help them, but rather that their work will be entirely different.

This may be met sorely by some ears who wish to preserve the traditional ways of working that accounting has been — trust me, I’ll always be a beautiful double entry purest — but we need to be comfortable understanding that beyond the technical theory, what it is that we as accountants do is going to be different.

When sprinklers were invented, gardeners and landscapers didn’t go out of business — they still needed to know where to place the sprinklers, at what interval they needed to turn on, and for how long — but they did need to give up trying to sell their traditional lawn-watering services.

We hate the word “change” in accounting because it sounds like more work, but sometimes change is necessary. Given we are referring to the talent pipeline as a “crisis” inherently means drastic times call for drastic changes.

The second has been the ongoing move to value-based pricing models.

This began when we started questioning if billable hours still made sense, with more work being outsourced and offshored for cheaper rates, and as technology made us more efficient with our work.

It left the room for a while, but the billable hours conversation is back up for discussion, and more importantly for action.

In the same way that fintech SaaS companies are struggling to find a solution to a seat-based pricing model, where AI reduces the number of seats needed; accounting firms are in need of finding a solution to billable hour-based charging, where AI reduces the number of hours needed.

As straightforward as it may sound to move to a “value-based” model, outcomes are not always necessarily the most quantifiable, and ROI has many more factors than the three words that make the acronym up.

Perhaps there’s an actuarial opportunity for roles that help provide clarity to how we place value on these types of activities, but that is a discussion for another day.

Within challenge comes opportunity

We can say that “accountants can do higher-level, more strategic work” all we want, but if accountants don’t view themselves as being more creative, innovative and strategic thinkers, it’ll be a tough service to sell. Plus, if the leadership at companies doesn’t view accountants beyond bookkeeping task rabbits, nor does the mainstream view accountants beyond their traditional number crunching stereotypes, it’ll be nearly impossible to swim against the tide.

What we, as accountants, have on our hands, is a need to show the world that we are capable of much more than what we’ve been pinned as, and most importantly to prove to ourselves that we can not only survive, but thrive in a different environment than SALY’s (OK, that was the last pun, I promise).

But that’s the rebrand hurdle that we’re up against. Not just among ourselves, but the entire business community, and most of society.

While each opportunity presents a new challenge, each challenge presents a new opportunity — so it’s time we start viewing them as such.

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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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