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How AI is forcing a rethink of services, skills and pricing

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The part of my job I love the most is speaking with accounting professionals each week, and connecting with the small and midsized businesses we jointly serve. Lately, those conversations have been pointing me toward the same conclusion: what triggers a business to engage with a firm is changing. 

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Business owners trust their own instincts more when their work is augmented with AI. Compliance events are still the primary trigger for SMBs to consider working with an accounting professional, but as compliance tools mature their use of AI, SMBs are holding on to the accounting work longer. By the time they reach out, they either need a lot more clean-up work, or they’re ready to scale and looking for a strategic partnership with an advisor.

A fundamental shift for the profession

The accounting community is focused on how AI is changing what accountants do. But the more central truth, considering the shift in the way SMBs are operating, is that AI is changing what accounting professionals are for.

For decades, the value of an accounting professional was providing highly consequential, expertise-driven, time-consuming work that business owners simply couldn’t do while running their businesses. The model worked because it was genuinely hard to operate a new business and manage compliance at the same time.

Now, routine tasks that used to anchor billable hours are getting compressed into minutes. Clients defer bringing an accountant on until later, and when they do, the ask is bigger. Yes, they want to outsource financial operations, but only to someone whom they can trust to guide them.

New research from Bill puts it plainly: 87% of accounting firms plan to expand into new services — tax planning, client advisory services, business consulting, fractional CFO work.

This is not a small pivot. It’s a fundamental rethink of what firms are selling, and to whom.

The services AI makes possible

Here’s what I find most interesting about this moment. Every past wave of technology — paper to PC, PC to web, web to cloud, cloud to phone — left firms asking themselves the same question: how do we leverage this for efficiency? They’re asking themselves that same question about AI too, but there is also a second question they’ve got to grapple with. Because of the scale of efficiency firms are poised to benefit from, once automation is doing its job, what are you actually offering? 

Consider what happens when processing a vendor bill drops from 15–20 minutes to just one minute, as it has for firms like Belay that redesigned their AP workflows around AI. What they’ve done is create capacity in a way that doesn’t keep them beholden to a talent pool that just isn’t out there.

Advisory is the assumed answer, and it’s the right one, but for plenty of firms it still feels abstract. They can see the destination but not the road from where they stand.

The way I’ve seen firms find that road depends on the services they’re already delivering. Firms offering CAS, for example, can also help clients design budgets, manage cash flow and set KPIs that guide decisions. AI can surface patterns and anomalies. The firm steps in to frame what they mean and what to do next.

In tax and strategic planning, instead of a relationship centered on a once-a-year filing deadline, I see firms using always-current financials to model scenarios, smooth tax liabilities over time, and advise on things like compensation strategies. AI can support forecasting and what-if analysis, while professionals evaluate trade-offs and risk.

New skills for a new mandate

In our research, roughly two-thirds of firms said they expect the skills they need from their people to change meaningfully in the next few years. Emerging priorities include:

  • Data interpretation and storytelling: Turning AI-generated reports into clear recommendations. The insight is only as valuable as the conversation it sparks with a client.
  • Systems thinking: Understanding how tools connect across AP, AR, spend, payroll, banking and the general ledger — and designing workflows that hold together as an integrated system, not a collection of point solutions.
  • Client education: Helping clients understand new processes and trust what’s happening behind the scenes. As firms adopt AI-driven workflows, the clients who understand and trust the automation get more value from the relationship.

Pricing for outcomes

The firms I find most interesting right now are the ones questioning their billing models outright.

Hourly billing made sense when effort was the primary input. As automation improved, the community started to shift toward value-based billing. Now AI is compressing effort even further, and billing by the hour is starting to work against firms, both economically and in terms of how clients perceive what they’re getting.

Subscription models and outcome-based pricing are gaining ground for exactly this reason. The firms making this shift aren’t just changing how they invoice. They’re changing the conversation from “what did you do for me?” to “what did I gain from working with you?”

Building a transformation roadmap

None of this has to happen all at once, but it does have to start. A pragmatic roadmap might begin with auditing your current services and workflows. Begin by identifying manual, low-margin or error-prone work and flag it for automation or retirement.

Next, standardize your core tech stack. Choose integrated platforms for AP, AR and spend, alongside your general ledger, and commit to them across the firm.

Then, pilot one or two new advisory offerings. Select a segment of clients who are open to change, define a clear value proposition, and experiment with packaging and pricing.

Lastly but most importantly for long-term impact, invest in people and training. Develop your team’s analytical, communication and systems skills so they can step into more strategic roles as transactional work declines.

Key takeaway

AI will likely result in business owners holding on to more of the work, for longer, before they feel the weight of it. But they will feel it. And when they do, the question won’t just be whether to bring in a firm. It’ll be whether the firm they bring in is worth it.

The steps above aren’t just about automating workflows to create capacity for advisory. They’re about building a firm whose value is so clearly tied to client growth that the answer to that question is never in doubt. The kind of firm where holding on would have held the client back, and the partnership is what moved them forward.

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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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