Anthony Pugliese, president and CEO of the Institute of Internal Auditors, is traveling the world as his organization expands globally, while laying the groundwork for priorities in the decade ahead.
The IIA released its Vision 2035 report at its international conference in Washington, D.C. in July. Pugliese wants to ensure the internal audit profession is where it should be by 2035.
“There are a lot of misconceptions about what internal audit is,” he told Accounting Today. “The current perceptions do not align with what the profession actually does.”
Institute of Internal Auditors president and CEO Anthony Pugliese speaking at the IIA’s General Audit Management conference in Las Vegas
The report points to the need for internal auditors to embrace advanced technology. “We can see our members all basically think technology is critical, but we’re not seeing the kind of uptake that would actually demonstrate that we’re going to be known for being technology savvy,” said Pugliese.
The report recommends internal auditors need to expand the entire scope of the work they’re doing. That aligns with a separate set of Risk in Focus studies that the IIA issued in September. “We don’t want to be only Sarbanes-Oxley or just internal controls over financial reporting, but we want to be known for these other things that a lot of our members are already doing,” said Pugliese. “Expansion of scope is important.”
Other priorities include connecting internal audit with the strategy of a company as well as growing the pipeline of internal auditors.
“When we position internal audit in front of a bunch of accounting students, the reaction is actually really positive,” said Pugliese. “They see it as a completely different path, and one that doesn’t carry the reputation negatively of public accounting, which I think they’re trying to get away from. Actually we’ve seen a lot of students get excited by the fact that they can become internal auditors and still work for a big firm. So the two can actually co-exist on their resume, on their CV, and that’s really attractive.”
Internal auditors have increasingly become fraud fighters. “We found out in our Vision project that more and more internal auditors are becoming responsible for functions other than internal audit,” said Pugliese. “What we’re seeing now is that they’re moving functions like compliance or fraud into internal audit’s bailiwick.”
Pugliese is seeing growing interest in climate change and sustainability risks.
“Last year, in 2023 our members around the world rated climate change sustainability reporting as the 14th most prevalent risk, and then this year, it moved to 13,” he said. “But in three years, our members predict it’ll be either four or five.”
The IIA released its updated Global Internal Audit Standards in January 2024 and they are set to take effect in January 2025, going deeper now on individual topics. “We started a big project that we call topical requirements, which is the first time we’ve actually started to require minimum levels of work to be done before an internal auditor can issue an assurance level opinion on certain topics,” said Pugliese. “The first one out of the gate is cyber. We think of it as a cyber standard. They have to follow it as members, but it was really because the area is somewhat mature. Cyber issues have been around since the late 1990s, early 2000s, and it’s a mature topic, but one that’s getting more and more risky over time. I think AI made that worse, so the need for standards is to ensure we’ve got a minimum level of performance occurring anywhere in the world.”
The IIA has been releasing tools to help internal auditors adjust to the updated standards. “Getting ready for the standards has been a big deal for us,” said Pugliese. “We’ve been releasing tool after tool after tool, some free, some we charge for, because the world that relies on internal audit is affected as well.”
The IIA is seeing more demand for such material as the organization expands globally. “You could pick up an internal auditor’s opinion on cyber and it would carry the same weight in Africa as it would in Latin America or North America, that there could be a level of reliance, and that’s because of all of our advocacy work, that we felt that was important,” said Pugliese. “We get out there and tell governments, you can rely on internal auditors to help you do some of this work. Having a standard around topics is not very unusual in the accounting world, but it is in the internal audit world.”
The IIA has been growing and has now crossed the 250,000-member mark. “We’ll end up this year probably at 255,000 with a lot of growth occurring in Asia and the Middle East, which is great,” said Pugliese. “We really didn’t have a strong market in the Middle East even five years ago, so we’re happy about that.”
He has been finding growing interest in Saudi Arabia, Oman and other Gulf countries, as well as parts of Asia like China and Japan. The Saudi Minister of Audit sits on the IIA’s global board.
“When they give out awards to say this is the best internal audit team of the year, or the most innovative team of the year, it’s a really big deal,” said Pugliese.
He noted that many countries around the world have what they call Supreme Audit Institutions, SAIs, and there’s an association for these Supreme Audit Institutions known as INTOSAI, the International Organization of Supreme Audit Institutions. The IIA has been getting more involved in such groups.
In the U.S., the IIA has also been working more closely with the Public Company Accounting Oversight Board after clashing last year over some parts of the PCAOB’s confirmation standard that seemed to unfairly blame internal auditors. “The standard basically stated that external audit should control the entire process, and the example they gave was that because employees like internal auditors would be more apt to change the confirmation,” said Pugliese. “We asked for what data supported that in the United States or anywhere else in the world, and we realized that they were unable to produce any data to support that.”
The IIA started a letter-writing campaign and met with four of the PCAOB’s board members, including a former internal auditor, Christina Ho. Eventually the objectionable section was deleted in the final version of the standard, and the PCAOB even apologized in the disposition of comments.
“You couldn’t ask for a better outcome,” said Pugliese. “It was no disrespect, no harm intended. But, because of that, we started a relationship and now, when they call and they want to have a really solid task force on any given topic, they’ll reach out to us for an internal auditor, and that really is nice. So it was kind of lemonade out of lemons as a result of that, but it was not a fun process to go up against the PCAOB.”
The IIA started its own political action committee last year and plans to do more advocacy work in the U.S. and abroad. “We’re introducing some advanced advocacy strategies next year to start lobbying national governments outside of the United States,” said Pugliese. “They’re not quite used to the system that we have in place, where you hire people in Washington, and they target the right people setting laws that are relevant to you, and you go talk to them, and hopefully you get an output. This is very different. We’re doing it in Africa and we’re trying to make sure that their advocacy needs are met. We’ll probably have one in the Middle East, which is very unusual, but that’s more of an informing function for the countries that are more monarchy based. You don’t typically lobby a monarchy. In Latin America as well, we’re going to start lobbying those governments to more adequately recognize what internal audit does.”
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.