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How to build a scalable, sustainable accounting firm

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In a business landscape evolving at breakneck speed, CPA firms that cling to outdated models and mindsets risk losing their relevance. 

So, what does it take to thrive in this new era? In a recent podcast episode, I put this question to Alan Whitman, former CEO of Baker Tilly. Drawing on his experience leading the firm through exponential growth, Alan shared how CPA firms can break the mold and position themselves for enduring success.

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Alan Whitman

Alan argues that the key is embracing change. To remain competitive, firms must shift their focus from billable hours to delivering value, build scalable businesses, and adopt a forward-thinking “what will it take” mindset. In our conversation, Alan delved into the practical strategies behind these imperatives.

The billable hour’s last gasp

The traditional hourly billing model is showing its age. In an era where businesses demand agility, innovation, and value-driven service, the billable hour is increasingly obsolete.

As Alan puts it, “Firms that are able to shift from a production mindset to an outcomes and value mindset will break the mold and will be far ahead of those that don’t.”

But this shift is easier said than done, particularly for larger, established firms with systems and cultures built around tracking and billing time. It requires reenvisioning how the firm operates and generates revenue, a process Alan witnessed firsthand at Baker Tilly.

“We were starting that process when I was at the latter part of my tenure,” he recalls. “It’s a bold, nerve-wracking step. People would say, ‘How are you going to account for everything? How are you going to make sure projects are moving along?'” 

Despite the challenges, Alan believes this transition is nonnegotiable for firms to stay competitive.

From inputs to outputs

So, what does a value-based model look like in practice? According to Alan, it starts with shifting focus from inputs to outputs.

“For fixed-fee projects like audits, the focus should be on effective project management and tracking out-of-scope hours rather than all billable hours,” he explains. “Firms often focus on hours to accrue revenue, but this can lead to inaccuracies and doesn’t reflect true project progress.”

Overemphasizing billable hours can disincentivize efficiency, innovation, and value creation. If employees are rewarded solely based on time worked, there’s little incentive to find more innovative ways to deliver better results faster.

As Alan puts it, “Nobody gets rich by doing more work. Quantity is not the goal. It’s quality, replication and automation.” By shifting focus to outcomes and value delivered, firms can reward the behaviors and skills that matter in today’s competitive landscape.

Adopting a ‘What will it take” mindset

Transforming a firm’s business model and culture requires rethinking how work gets done and how the firm is structured and led.

One fundamental shift is moving from a partner-centric model to a client-centric one. “CPA firms need to shift from being organized around partners’ individual books of business to client books of business,” Alan argues.

This enables firms to build “businesses within the business” — scalable, $100 million practices that create intellectual capital (knowledge and expertise) and financial capital for growth. Alan challenged his Baker Tilly leaders to think this way.

“I had many conversations with leaders: ‘How are we going to build a business to $100 million scale?’ Building businesses within the firm creates capital for growth.”

Tackling a transformation of this magnitude starts with a simple yet powerful question: “What will it take?”

“When approaching complex challenges, leaders should ask, ‘What will it take?’ and envision building from scratch,” Alan advises. “Beginning with a clean slate and working backward can help firms create a roadmap for achieving lasting relevance.”

This “clean slate” approach requires setting aside obstacles that hold firms back. “Don’t start with the ‘Yeah, buts,'” Alan says. “Start with the clean slate, ask what it will take, then decide if you’re willing to leap.”

The imperative for change has never been more apparent. Firms clinging to outdated models risk irrelevance, but those embracing change can position themselves for enduring success and become the proactive partners their clients need.

Transformation is never easy, but as Alan’s experience shows, firms must remain competitive. The future of accounting is here. Will your firm be part of it?

Listen to the Blake’s full interview with Alan Whitman on the “Earmark “podcast.

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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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