Tech-forward accounting firms — including those listed in this year’s Best Firms for Technology — have devoted a lot of time and resources toward improving the client experience, particularly when it concerns onboarding.
Whether evaluating potential clients, accepting new ones, or working with existing ones, managing them all was a clear pain point for many firms, leading them to concentrate on improving the efficiency and efficacy of their processes at every stage. Some, like Top 25 firm Cherry Bekaert, focused their efforts on the start of the process when evaluating and accepting new clients, according to assurance partner Jonathan Kraftchick.
“One major advancement was the implementation of a custom-built solution that reduced the average time for our client acceptance process by more than half. Additionally, we automated our engagement letter process for assurance and are in the process of extending this feature to the rest of the firm. This platform is significantly reducing the time from initiation to final signature,” he said.
Onboarding concept, Wooden block on desk with onboarding icon on virtual screen.
Satori Studio – stock.adobe.com
EisnerAmper, another Top 25 Firm, also focused on the engagement letter process, having moved it to a SaaS-based system that chief technology officer Sanjay Desai said automates the creation, routing, approval, delivery and tracking of engagement letters for faster, smoother and more consistent processes. This, he said, has served to both reduce manual effort and improve client relationships.
“The platform also plays a key role in risk management, using standardized templates and workflows to ensure compliance with firm policies and regulatory requirements. In addition, we’ve introduced a centralized SaaS-based client portal that enhances collaboration and visibility across all engagements. The new portal also includes improved data collection functionality creating a more efficient, connected and transparent experience for clients,” he said.
Beyond client intake, some firms also reported developing new solutions they could offer to clients to improve value. Iowa-based Community CPA and Associates, for example, developed a new payroll portal that lets clients upload hours, enter new employees, update employee info, retrieve payroll documents and delegate access.
Meanwhile, Top 50 firm LBMC developed and implemented its own practice management application to provide real-time client engagement KPI dashboards, which CEO Jim Meade said should “significantly improve engagement realization as well as enhance the client experience.”
Finally, firms did not ignore the matter of actually getting paid by the client. Many reported improved billing and collection processes driven by new technology investments, such as Illinois-based Mowery & Schoenfeld.
“As with any firm, billing and revenue collection is key to our cash flow and success,” said Chris Madden, director of information technology. “We have invested in and implemented a new technology solution to assist with collections with a goal of improving this process.”
Security improvements
Many tech-forward firms also focused heavily on cybersecurity as both the number and scale of threats continues to increase. For some, like California-based Navolio & Tallman, these efforts have largely been about process. The firm recently changed how it vetted new cloud-based tools.
“We look closely at security, usability, and how well each tool fits with our goals,” said IT partner Stephanie Ringrose. “Reviewing vendor SOC 2 reports and similar documentation is a key part of that process, helping us ensure that everything we adopt meets our standards for data protection and compliance. This approach has already helped us roll out some great new technology for our family office team, and we’re continuing to build out a flexible, modern tech stack that really supports their specialized needs.”
Others, like Top 50 firm UHY, took a more technical approach, utilizing a number of new tools over the past year, including some driven by AI, which chief information officer Russell Gibson said has become a differentiating feature with clients.
“Recognizing the increasing sophistication of cyber threats — especially those leveraging AI — we’ve adopted AI-driven cybersecurity technologies to identify and mitigate threats more swiftly and efficiently. These tools have been critical in safeguarding our firm and our clients from evolving cyberattacks, including ransomware and sophisticated phishing campaigns. Our proactive stance on cybersecurity and AI-driven solutions has positively influenced how we acquire new clients. Demonstrating our commitment to advanced technology and rigorous security protocols has differentiated our firm in a competitive marketplace, assuring potential clients of our ability to securely handle their sensitive information,” he said.
And, of course, AI
Firms also made major investments in AI that have since paid off. They have used it to automate routine processes, provide insights and strengthen core services. For instance, Allen Smith, chief information officer at Top 25 firm Baker Tilly, has heavily integrated AI tools into both tax and workflow over the past year.
“Overall, the biggest way that technology has changed our firm this year is by leveraging and adopting emerging technologies,” he said. “For our assurance practice, that means incorporating AI tools into our methodology and workflow; and in tax, new technologies and AI are changing the skill sets of our tax professionals. By embedding AI chat capabilities in tax research platforms, it drives tax professionals to their answers quickly and through a more comfortable conversational approach. Skills are transforming from having to know the answer to being the best at finding the answer.”
UHY’s Gibson said his firm has used AI to bolster both its audit and risk management capacities.
“By implementing AI-driven data analytics and automated reporting tools, we’ve streamlined audit processes, significantly reducing manual tasks and enhancing our ability to deliver deeper, real-time insights to clients. AI has also improved accuracy in risk assessment and predictive analysis, allowing us to proactively address potential issues before they arise,” he said.
Mike Kempke, chief information officer at Top 10 firm Grant Thornton, pointed to his firm’s heavy AI investments in both client service and internal administrative areas. Given how many clients are using AI, he believes it’s imperative for firms to keep up.
“At Grant Thornton we see AI as the way to enable growth and add more people to meet the increasing demands of our clients,” he said. “The adoption of AI is not optional; it is crucial for remaining competitive and ensuring the firm’s continued success.”
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.