Connect with us

Accounting

FP&A pros anticipate AI-driven headcount reductions

Published

on

The mass adoption of AI in the financial planning and analysis world has led to predictions that headcount will likely shrink over time because fewer people will be needed in the future. 

This is according to a survey of 258 FP&A professionals conducted by business planning platform Drivetrain. The survey found, among other things, that many believe AI will lead to smaller, more efficient teams: 65.5% think that junior and entry-level roles are at most risk of automation, and 50% believe that AI will reduce the headcount required for the FP&A function. 

“This paints a picture of transformation, not just through tools, but through talent,” said the report. “Tasks once handled by entry-level analysts, data prep, reconciliations, basic modeling are increasingly being absorbed by AI.”

AI trust

drawlab19 – stock.adobe.com

The people who will be on these smaller teams are expected to come from different backgrounds and have different skill sets. The report said there is already a new wave of FP&A talent emerging from outside traditional finance backgrounds as many finance leaders recognize a growing need for hybrid roles that blend finance fluency with technical expertise. 

This is likely because the skills FP&A providers are looking for in their staff are also changing: survey respondents anticipate that the most valuable skill in the future will be “data storytelling/communication,” with an overwhelming 87% expecting such capacities to be critical within the next three years. Following this will be constructing the basis for such stories, as 65% said financial modeling and analytics will also be critical. Not quite as important, at 39%, was finance business partnering. 

This fits with the primary use cases of AI so far among FP&A professionals. The most common use of AI in this realm is report writing/commentary generation, at 57%, followed by Excel automation at 48%, and presentation and deck creation at 37%. Ranked last were the actual analytical parts of FP&A: 30% use it for variance analysis and 28% use it for forecasting and planning. 

“It’s clear that the most valued skills blend domain expertise with technological fluency and business acumen. Finance teams are no longer expected to simply run the numbers they must explain them, act on them, and increasingly, guide cross functional teams through uncertainty,” said the report. 

The actual tools they’re using are generally not very sophisticated. Public chatbots like ChatGPT are the most used solutions by a mile, with 93% of respondents having incorporated it into their work. In contrast, only 22% use Microsoft Copilot, 20% use BI tools, and only 17% use specialized FP&A programs made specifically for their profession. Despite this, only 4% said AI has not given them any time savings at all, while 54% say it has saved them between one to five hours per month. 

One might wonder whether it is wise to use public AI models for financial work involving sensitive data, as doing so tends to send the data to third parties (namely, the companies running the public models.) While 47% of the respondents said they were concerned about data breaches due to AI, only 22% have a detailed AI policy with clear guardrails that might possibly mitigate such risks. In contrast, 34% either have no policies or guidance at all, or aren’t sure yet. 

“As AI tools become integral to planning/ reporting, the absence of governance policies creates risk. The gap between adoption and policy is wide,” said the report. 

Considering the survey findings, Drivetrain recommended treating AI as a team capacity versus a personal individual skill; and formalizing approaches to AI governance. Leaders should be proactive and lead the narrative versus reacting to someone else’s; match hiring patterns to the current moment; and experiment with real world use cases. 

“AI won’t make FP&A obsolete. But it will change what great FP&A looks like. The leaders who act now, by building skills, setting policies, and testing use cases, will be the ones who shape what comes next,” said the report. 

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Accounting

Continuous Auditing Transforms Corporate ERPs

Published

on

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.

Continue Reading

Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

Published

on

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.

Continue Reading

Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

Published

on

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.

Continue Reading

Trending