Illinois CPA Society president and CEO Geoffrey Brown and chair Deborah Rood discussed some of the hot topics in the accounting profession during a recent ICPAS Summit.
“We can’t lose sight of the fact that there are a lot of hard trends that are impacting the profession, and they’re not going away anytime soon,” said Brown during a keynote address on Aug. 27. “We’re talking about our workforce issues, the impact of technology, an aging workforce, and we have to figure out how we’re going to confront and overcome them if we’re going to have that bright future that the profession deserves. We also have to take stock of the shifting landscape.”
One of the top challenges is the changing picture of the accounting profession. “We’re all confronted with an opportunity to transform the historic business model of public accounting and corporate finance so that we can become the employer of choice,” said Brown. “We can become the difference maker in business, the difference maker in capital markets, and really live into the future that we deserve. But we have to step back and think about how we’re going to lean into the opportunities that are on the horizon and really confront the challenges that are before us. I like to think that the only organizations and professionals that are going to get left behind in this dynamic are the ones that refuse to see the opportunity and to open themselves up to new skills and learning.”
Illinois CPA Society president and CEO Geoffrey Brown
He noted that the number of billion-dollar firms in the profession has doubled between 2020 and 2023, and much of their revenue is driven by consulting. U.S. CPA firms have actively acquired non-CPA lines of business. IT consulting and services led acquisition demand from 2019-2023, while business and management consulting services came in a close second.
“The thing that we really need to focus on is the impact of M&A and private equity investments,” said Brown. “Through the first six months of this year, deal flow has been pretty consistent with where it’s been the last couple of years, which points to a bright, thriving future for us. There’s a high volume, but it’s also going to mean that there’s new services that firms are trying to acquire. IT consulting services, and business and management consulting are the top two consulting services that they’re trying to add from a non-CPA service line. And that’s really exciting for us, because it means that there’s some things that are wrapping around that can really make you a difference maker in the lives of your clients.”
Attracting talent to the accounting profession continues to be a major issue. “Nobody should be surprised by the profession’s talent issues,” said Brown. “Luckily, there’s some change on the horizon, and we’re marshaling the resources to really focus on those, but finding and retaining staff, developing the next generation of leaders, compensation, rewards and utilization are all issues that are front and center, but they’re not insurmountable.”
Not as many young people are entering the accounting field. “We also know that we have an enrollment cliff,” said Brown. “High school graduation rates are set to peak around 2025, 2026. That means the college age population is going to shrink for the next 12 years, and there are fewer international students coming to the U.S. to matriculate.”
He also pointed to changes in parental preferences, with 46% of parents favoring something other than a four-year college degree for their children, according to a Gallup survey. “You’re probably thinking to yourself, well, the path to get to be a CPA includes a stop-off at a four-year college, so that means that there’s something else that we have to confront, accounting degrees,” said Brown. “The number of accounting graduates continues to decline, and then we have the number of job openings relative to the available workforce. These are all demographic challenges that are in front of us as we’re thinking about building the next generation of the workforce.”
He noted that only one in eight business majors graduates with a degree in accounting, and one of the main reasons they’re not pursuing accounting, cited by 70% of the respondents, is a lack of interest, followed by 61%, who cited a higher starting salary with other majors, and 61% who said the courses are too difficult and 60% who said they’re not good at math.
Brown also hopes to get more positive stories coming from CPAs communicated to young people. “We need more of you to be excited about talking about being a CPA, talking about the work that you do, talking about the difference that you make through your professional lives, the connections that you’ve created and what it’s meant for your family, things of that nature,” said Brown. “We don’t need anymore stories about that last busy season, how hard you work, the long hours, how many times you failed the exam. We need you to create stories that are more inviting and really help young people to understand that this is a right decision for them, that it can be a difference maker, that they do have an opportunity to do relevant work and to really make a difference. One of the things that we’re committed to as an organization is really helping to provide the resources for you all to do just that, whether it’s coaching or giving you materials to go into a high school. We just really need representatives of this profession to really tell young people what it’s like.”
He brought out ICPAS chairperson Deborah Rood, who is a risk control consulting director at CNA, which provides insurance coverage to CPAs. She discussed how she was inspired to get into the accounting field. “I was destined to be a CPA,” she said. “My dad was an accountant, and then the banker he worked with a lot of time went to him and said you’ve got to become a CPA. I’m not going to be able to use your financial statements anymore without you being a CPA. So at the age of maybe 30 or 35, he went back to school — and he had three kids at the time — and he went back and got his CPA.”
Illinois CPA Society president and CEO Geoffrey Brown and chairperson Deborah Rood at the ICPAS Summit
At first, she wanted to be a fighter pilot in the Air Force, but her eyesight wasn’t good enough, so she considered becoming a lawyer, but then found that she liked accounting better during a high school accounting class.
“Much of what we do isn’t math,” said Rood. “It really isn’t math anymore. The computer does all the math. You’ve got to look at things and say, does it make sense? But it’s really communication. It’s really a people profession where you have to be able to take those numbers and convert it to something that your clients understand and can act upon. And when we start talking about it, telling our story as ours, and talk about how we help people in those discussions and our clients appreciate everything, I think that can make a big difference.”
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.