Tech-forward CPA firms–including those listed in this year’s Best Firms for Technology–reported a variety of areas in need of a tech upgrade, and are planning major investments over the next year to address at least some of these pain points.
One of the most commonly mentioned areas were firm practice management systems.
Some, like California-based Navolio and Tallman, wanted better reporting options than were currently on offer from their practice management systems. New Jersey-based Wilken Gutenplan, meanwhile, said they needed practice management software with better billing and reporting features. And others, like top 25 firm Citrin Cooperman, wanted better solutions for internal administrative tasks. Meanwhile, top 100 firm Prager Metis, wanted better workflow and integrations.
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“[We plan to] focus on improving inward facing practice management workflows that seamlessly provide connectivity between different vendor applications. Effectively automation from client intake to delivering the service,” said chief information officer Gurjit Singh.
However, such upgrades are not always easy, and in fact can present a major challenge for firms such as Iowa-based Community CPA and Associates.
“Our biggest technology challenge continues to be managing technical debt and navigating the limitations of our legacy systems—particularly the lack of interoperability and scalability in key platforms like our practice management system (PMS). This system handles many interconnected functions—client tracking, engagement and project management, time entry, billing, and collections—but its tightly integrated design makes it difficult to enhance any one area without impacting others. While we’ve made progress with some integrations and automations, we’re still working to develop and migrate these functions to more robust modern platforms that allow for greater scalability,” said CEO Ying Sa.
Firms also reported a need to update and improve their technology infrastructure. Top 25 firm Armanino, for instance, was expanding its cloud footprint even further, with the firm wanting to move its remaining on-premise dependencies into native cloud solutions. Illinois-based Mowery and Schoenfeld, similarly, pointed to their server infrastructure as an area that needs updating.
For others, though, the question of infrastructure was less about hardware and more about software. In particular, while firms have already made upgrades and improvements to their tech stack, getting these programs to talk to each other seems to be a consistent challenge across firms, one that firms such top 50 firm LBMC said they were eager to address in both their client-facing and back-office technology solutions.
“Our firm’s biggest technology challenge is the ongoing effort to integrate various service-specific applications so they can work seamlessly together. This integration is crucial for enhancing collaboration and efficiency across different service lines,” said CEO Jim Meade.
But while these were the more common answers, there were many other areas that firms said could stand some improvement. Some, such as the Florida-based Network Firm, were looking to upgrade core service solutions like audit, tax or data analytics software. Others named process efficiency as a priority, such as top 25 firm Cherry Bekaert who named automation readiness/standardization for certain practices as an area due for an upgrade, or top 50 firm UHY who said they were working to streamline the engagement life cycle.
And of course there were those, such as top 25 firm Eisner Amper, that wanted to boost their AI capacities.
“Our focus for technology capability additions are in Generative AI where it can help us work smarter and faster—across both client-facing services and internal operations,” said chief technology officer Sanjay Desai.
AI, automation and infrastructure
These pain points have served to inform these firms’ plans for technology investments over the next year. While firms, just like before, provided a wide variety of plans and priorities, most seemed focused on improved efficiency and insights through automation and AI.
However, when it came to AI tools at least, most declined to provide specifics beyond their overall intentions to invest in them. Though, they did say they were hoping to use these solutions to speed up workflows in client-facing service areas like tax or audit, or to acquire tools that would let them create or modify their own AIs.
More expansive visions came when discussing the kinds of hardware purchases that would support these aforementioned AI tools. California-based Navolio and Tallman, for example, elaborated on its plans to purchase new laptops specifically optimized for AI applications.
“We’re planning to invest in a new generation of laptops that come with Copilot-enabled Neural Processing Units (NPUs). These laptops are designed to accelerate AI-powered tasks, and we see them as an investment that keeps our firm aligned with the future of the tech industry. The laptops will have improved internal specs for multitasking and include touchscreen functionality to make day-to-day usage more intuitive,” said IT partner Stephanie Ringrose. Other firms also made mention of new laptops optimized for AI, including Armanino, which added that it is also considering pairing them with hardwire and storage for internal AI production.
Beyond hardware, firms like Community CPA and Associates also said they were planning investments in their software infrastructure as well.
“We plan to begin transitioning to a new ERP and CRM platform as well as explore agentic AI tools for saving time in our accounting services workflows for our clients. We also intend to purchase replacement hardware for routine replacement of equipment that has reached the end of their lifecycle,” said Sa. Cherry Bekaert also said they were looking into new ERPs.
Other planned investments include virtual servers and desktops, API access for SaaS applications, resource scheduling and pricing solutions, data management and governance tools, cybersecurity solutions, and internal communications software.
However, some firms, such as the Network Firm, are not planning to purchase new solutions but to make them in-house, and more are planning to buy some and make others, such as Cherry Bekaert, who said they were building a custom intelligent automation platform. Assurance partner Jonathan Kraftchick said the firm is looking at many different avenues to align their technology investments with business objectives.
“As our portfolio broadens, it introduces new layers of complexity to our operations, requiring cutting-edge systems that deliver actionable insights, enhance decision-making, and streamline internal processes. This challenge propels us to implement diverse technology solutions, meticulously tailored to meet the evolving demands of our expanding portfolio and ensure the seamless integration of new acquisitions,” he said.
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.