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If accounting is transforming, continuing professional education should as well

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2 years ago

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The year-end CPE cram. It’s as cyclical as the busy season and as predictable as a client giving you the supporting documents you requested one day before the deadline while asking, “Do you think you can get this done in time?”

With all of these circumstances, we know the event is coming. We’ve been here before. We’re ready for it. Yet, like the Same-As-Last-Year accountants we are, we rarely change any behavior, simply chalking it up to “it is what it is.” 

But what if it didn’t have to be that way?

If you haven’t picked up on the transformation that the accounting industry is undergoing, you probably haven’t been reading any articles here, or anywhere on the internet for that matter, which have been published regarding all of the shifts finally catching up to the profession.

Look, let’s call a spade a spade. We understand our personalities. We aren’t going to be the folks who dive head first into a pond with murky water. It’s this risk averse nature that makes us the ultimate professional skeptics, with maximum reliability to the public and stakeholders, focused on attention to detail, and ideal most trusted financial advisors. 

However, it’s this same risk averse nature that stereotypes us as a boring, backward-looking, and late to the game profession. We were quick to tell clients that they should be moving to the cloud, but how long did it take most of our large firms to make that move?

This piece isn’t to bash our hesitancy to move forward with innovation; in fact, I would argue that our steady and cautious nature is a superpower of sorts, as we don’t just follow the untested trends that every other industry jumps on and hopes for the best. All that being said, it feels like we are making great positive strides to change in necessary ways that can catch us up to speed, so we aren’t lagging as far behind other professions in advancement.

We’ve got the 150-credit hours rule going through an evolution due to necessary adaptation, to make earning the CPA license more feasible and practical (let’s be real: work experience is where you learn the job, not in a classroom). Accounting software companies seem to be trending among the venture capitalists, as money pours into building technology solutions that address the various needs accounting departments face, and have faced for years without a non-burnout-inducing option. Even the business structure of public accounting firms is shifting, as private equity money floods these traditional partnerships. Even the CPA exam, with CPA Evolution, has transformed to address the vastly different economy and career routes that exist for accounting professionals.

So don’t you think it’s only natural that the continuing professional education, which is supposed to be how we develop our professionals, evolves and adapts too?

If you never try, you’ll never know

Yes, that’s lyrics from Coldplay’s “Fix You,” but it also leans into this proposition.

What if instead of being a tedious, burdensome, annual maintenance chore, continuing professional education was, like a college degree or technical credential, something that enabled you to advance in your career?

The thing is, it already can be. That just isn’t how we as a profession have been using it, and now we’re in this unique predicament: Is most CPE content not good because nobody cares enough to make investing in it worthwhile, or does nobody care about CPE because nobody has invested in making the content good enough to consume?

Don’t get me wrong — there is a lot of CPE content out in the market that provides immense value, whether it’s live webinars, self-study courses or in-person conferences. The issue is we haven’t embraced the shift to experiential learning in the way that only the top educators have.

The content needs to be more relevant, more directly applicable and offer a better experience. But most importantly, we need to tell a better story. The technical topics are not something that should be overshadowed in pursuit of more fun topics, but the way these courses are marketed and how they are delivered needs to improve.

There are plenty of ways to do this, but if organizations don’t try to consciously work on making better content, most professionals will rarely feel compelled to really prioritize their professional learning and development.

Some more ambitiously innovative aspirations

Anybody who knows me is aware that I have no shortage of innovative ideas. Back when I was working at Grant Thornton on the Northeast regions innovation council, our regional managing partner had the small elite task force read “The Innovators DNA” — I took that book to heart.

So while these may not be practical in the short term, these are some aspirations I have for the potential future of CPE.

  • Learning tracks that issue a certificate or credential of some sort upon completion and passing of an exam, which isn’t just something you click through irrelevant polling questions in order to get credit for.
  • Continuous learning, where it isn’t a year-end cram, but something you can do at a manageable pace. This is also a more conducive learning experience anyway.
  • Applied learning experiences, or something where you are performing in real world situations that allow learning to not be a lecture, but an experience.
  • The MasterClass of CPE. People all over the world are fascinated by the teachings on a variety of topics, from exciting to dull, that MasterClass provides. Let’s not forget that professional education is anything that can help us in our career development and make us better industry professionals, meaning this isn’t isolated to just “accounting” topics. Realistically, a lot of the master classes could be made CPE eligible if issued by an accredited entity.

NASBA is working on so many accounting pipeline crisis matters, but let’s not forget about the existing base of industry professionals, who I would argue can make for the strongest ambassadors of the accounting profession’s brand.

Where are we at now?

The discussion is just getting going. CPE platforms like Earmark, which is providing a variety of CPE in more listener friendly formats, and FloQademy, which is experimenting with never-used-before content types for free, are convenient options for knocking out the requirements. Naturally, these came out of CPAs who were frustrated with how things were done.

There is no doubt that elements from other industries, platforms and educational institutions will start to make their way into the world of CPE. As a CPA, I am personally excited for the opportunity to use my required learning time to truly enhance my depth of knowledge.

While CPE is definitely not on the top of the list for “things the accounting profession needs to address ASAP,” I would argue that the conversation starts now, or at least should, if we want to see it progress in a timely manner. Think about it — we talked about burnout for decades before it really started being taken seriously. Cloud accounting took nearly a score of years to be fully adopted. Remote work was always chatted about, but took a global crisis to really take the leap of faith.

I don’t expect CPE to change overnight, but thinking about it in the context of the future of the accounting pipeline, and how we provide a sense of “knowledge security” from the ever-daunting A.I. conversation is never too soon to start being discussed.

Can a CPE course get CPAs as hyped up as a MasterClass? I’ll be anxiously waiting to find out!

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Accounting

AI-Driven Automation and Continuous Accounting Frameworks

Published

5 days ago

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August 15, 2026

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The accounting profession is undergoing a fundamental structural transition as enterprise finance departments shift from periodic month-end closes toward automated continuous accounting models. By integrating specialized machine learning algorithms directly into enterprise resource planning (ERP) platforms, chief accounting officers are transforming financial reporting from a retrospective exercise into a real-time operational asset.

The Shift from Periodic Close to Continuous Financial Reporting
Traditional accounting workflows heavily relied on manual data reconciliation, spreadsheet calculations, and multi-week closing cycles at the end of each fiscal period. In contrast, continuous accounting frameworks utilize automated software agents to process, validate, and post transactional data in real time as business activities occur.

Automated bank reconciliation tools cross-reference incoming bank feeds, invoice records, and purchase orders automatically. By resolving transactional variances instantly throughout the month, corporate accounting teams eliminate the traditional workload spikes associated with quarterly and annual closes.

Machine Learning in Audit Trails and Anomaly Detection
Advanced natural language processing (NLP) and machine learning tools are redefining internal audit and financial control environments. Automated systems analyze 100% of general ledger entries, identifying anomalous transactions, duplicate payments, and unauthorized journal entries in real time.

Rather than relying on random statistical sampling, corporate internal auditors can focus their attention on high-risk flags automatically surfaced by algorithmic monitoring platforms. This continuous risk assessment strengthens internal controls over financial reporting (ICFR) and significantly reduces fraud risk.

Evolving Roles for Accounting Professionals
As routine data entry and manual reconciliation tasks become fully automated, the skill set required for accounting professionals is shifting toward data analysis, system design, and strategic business advisory.
– Systems Governance: Accountants are increasingly responsible for monitoring algorithmic accuracy and managing data integration pipelines.
– Business Partnership: Finance professionals leverage real-time financial dashboards to advise operational leaders on margin management and working capital allocation.
– Regulatory Compliance Management: Accounting teams utilize automated platforms to ensure compliance with dynamic tax codes and international accounting standards.

Core Implementation Recommendations
1. Deploy Automated Reconciliation Tools: Integrate continuous transaction processing modules into existing enterprise ERP architectures.
2. Establish Algorithmic Governance Controls: Implement strict internal testing protocols to ensure automated accounting rules comply with GAAP/IFRS standards.
3. Reskill Accounting Teams: Invest in training finance staff on data analytics, workflow automation, and predictive financial modeling.

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Accounting

Global ESG Reporting Standards and Double Materiality Compliance

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2 weeks ago

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August 9, 2026

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Corporate accounting departments face expanding reporting expectations as international sustainability disclosure standards achieve regulatory enforcement across major global jurisdictions. Chief Accounting Officers (CAOs) and corporate controllers are establishing rigorous internal accounting controls to treat Environmental, Social, and Governance (ESG) metrics with the same data precision, auditability, and governance as traditional financial statements.

Regulatory Harmonization Under Global Sustainability Frameworks
The implementation of standardized sustainability reporting frameworks—notably rules established by international sustainability accounting boards—has created unified expectations for public and large private enterprises. Corporations must report standardized metrics covering greenhouse gas emissions (Scope 1, 2, and material Scope 3), energy utilization, workforce demographics, and supply chain governance.

In Europe and other participating international jurisdictions, double materiality principles are mandatory. Under double materiality, organizations must report both how external sustainability risks impact corporate financial performance, and how internal corporate operations affect surrounding environmental and social structures.

Integrating Sustainability Metrics into Core ERP Systems
To provide auditable non-financial data, enterprise organizations are integrating specialized carbon accounting and ESG management platforms directly into core ERP systems. Automated data collectors capture energy utility invoices, logistics fuel consumption metrics, and vendor compliance records in real time.

Establishing automated, traceable data pipelines ensures that non-financial reporting is supported by clear audit trails. This structured approach allows external financial auditors to provide reasonable assurance on sustainability disclosures during annual corporate reporting cycles.

Financial Impacts and Capital Market Disclosure
Accurate ESG reporting directly influences corporate cost of capital and institutional credit ratings. Commercial lenders and institutional asset managers systematically incorporate sustainability metrics into risk pricing models. Companies that demonstrate transparent, verifiable progress in operational energy efficiency and climate risk mitigation benefit from expanded access to green bond markets and lower debt pricing.

Action Steps for Accounting Leadership
1. Implement Double Materiality Frameworks: Conduct comprehensive assessments to identify material financial and operational sustainability metrics.
2. Build Auditable Non-Financial Data Pipelines: Automate ESG data collection within core accounting software to ensure data integrity.
3. Align Sustainability with Annual Financial Filings: Prepare non-financial disclosures concurrently with financial statements to satisfy regulatory audit expectations.

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Accounting

Modernizing Internal Controls: Machine Learning and Continuous Monitoring in Auditing

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2 weeks ago

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August 5, 2026

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Internal audit departments and corporate risk managers are modernizing internal control frameworks by shifting from periodic sampling techniques to continuous monitoring and machine learning analytics. As operational data volumes increase across enterprise organizations, automated control testing ensures financial integrity, prevents corporate fraud, and streamlines annual audit engagements.

The Limitation of Periodic Audit Sampling
Historically, internal and external auditors evaluated internal controls by reviewing random samples of financial transactions—often analyzing less than five percent of total ledger entries. In complex enterprise environments, periodic sampling methods carry inherent risks of overlooking localized financial misstatements, unauthorized disbursements, or operational control breakdowns.

In 2026, progressive internal audit functions are utilizing automated continuous monitoring platforms that evaluate one hundred percent of financial transactions in real time. Continuous control auditing systems continuously monitor general ledger entries, procurement approvals, and expense reimbursements across all operating subsidiaries.

AI-Powered Fraud Detection and Anomaly Identification
Machine learning models trained on historical corporate financial data excel at identifying subtle transactional anomalies that indicate potential fraud or operational error. Automated systems instantly flag duplicate invoice payments, unapproved vendor creation, unusual journal entry timing, and unauthorized override of authority thresholds.

When an anomaly is detected, the automated auditing platform generates an instant risk alert, allowing internal audit teams to investigate root causes immediately. Early detection prevents minor operational errors from escalating into material weaknesses in financial reporting.

Streamlining External Audit Preparation
Continuous internal control monitoring delivers significant benefits during annual external financial audits. External audit firms can review continuous audit logs and automated control testing documentation, reducing the time required for manual field testing.

This integrated approach lowers overall audit compliance fees, reduces administrative burdens on corporate accounting staff, and provides senior management and audit committees with real-time visibility into the organization’s overall risk profile.

Core Implementation Guidelines
1. Transition to 100% Data Testing: Replace legacy sampling methods with automated continuous audit monitoring systems.
2. Deploy Anomaly Detection Algorithms: Implement machine learning models to identify unauthorized transactions and operational control overrides.
3. Align Internal and External Audit Workflows: Coordinate continuous control testing protocols with external auditors to optimize annual compliance cycles.

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