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Is your firm’s SOS process in need of rescue? Tips for improvement

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We haven’t hit extension season yet, so now is a great time to look at three important operations within your firm: sales, onboarding and service. Your “SOS” process refers to how you attract new clients to your firm, what you do to get them on board, and what you’re doing to keep them onboard.

Chances are, at least one of your three SOS areas could use some improvement. Let’s take them one at a time:

1. Sales: This is where a prospective client hears about your firm via a referral or online research. This is where you first make promises to the prospect and move them to the point at which they say: “Yes, let’s start working together,” and they sign an agreement. If you’re not getting the right clients at your firm, your sales process might be an area to revisit. More on that in a minute.
2. Onboarding: This is the most time-intensive stage for your staff and for your clients. It’s where you walk new clients through the initiation process and get them familiar with your systems, your portal and other technology you use to make the client experience great. Onboarding is where expectations get set for your working relationship, including how long it will take you to respond to calls and how clients should deliver relevant information to your firm.
3. Service: Once a new client is onboard, you must deliver all the things you promised during the sales process.

Most CPAs have plenty of business these days, but don’t feel they have enough of the right kinds of clients and they’re getting too many of the wrong kinds of inquiries from prospects. If that sounds like you, maybe it’s time to rethink how you’re defining your target client and how you’re going about reaching them.

On the other hand, you might be bringing in the right types of clients, but your onboarding process is a mess, and you have too many people going in too many different directions trying to put out fires. Perhaps you’re spending way too much time trying to set and reset expectations. That’s not sustainable in the long term. If those issues are not addressed ASAP, your team will get burned out and clients will defect.

My own SOS experience

When we went through the SOS exercise at our firm, we found it useful to start with the end in mind and work backward from there. First, we asked ourselves: “Who is the ideal client for us to serve and what does the service model look like for the ideal client?” Once we clarified the ideal client and service model, we asked ourselves: “What do we need to be delivering? What resources do we need to bring to bear and how should our staff be allocated?”

In order for the ideal service model to take place, we knew we had to take a closer look at our onboarding process to make sure clients were aware of the tools we use to make their experience great and how best to use those tools. We asked ourselves: “How can we get the clients connected to the right team members so they can go to the right people at the right time?”

Then we went to the sales process. We asked ourselves: “How do we target those people? What are they benefiting from? How do we position it and how do we price it?”

After going through the SOS exercise, our firm realized we not only needed a minimum annual fee for each client, but also an account maximum. Everyone is familiar with minimums. This is a fee level you need to justify working with a new client. But what’s a fee maximum? At a certain point, a client can get too large to handle as their needs start stretching your resources to the breaking point and pulling your firm in too many directions. Sound familiar? For us, the idea of having too few clients accounting for too large a large portion of our revenue was risky. So, we decided to diversify.

As the old saying goes, when one huge client does a cannonball in the pool, everyone gets wet — including the people outside the pool. What’s more profitable: servicing a single huge client or 10 of your ideal clients? You may find that serving 10 of your ideal clients is better, because you can run through the same processes and run through the same team. 

Again, start with the end in mind and work backward from there: service/onboarding/sales.

Your service model is about answering important questions such as: 

  • “What do we want our team staff structure to look like?” 
  • “What kind of relationships do we want them to have with clients?” 
  • “How often should we be contacting them?”
  •  “What should we be delivering on an ongoing basis?”

Again, your onboarding is about determining which tools you need to have in place, and how you can get clients to understand those tools and use them better. How can you communicate with clients and set expectations? Make sure they’re clear about how they should get certain information to your team or get important information back from your team.
Sales is about identifying the right kind of clients to work with and pricing your services correctly so they’re profitable for the firm and valuable to the client.

Firms need to understand that they have three distinct segments to their business, and it can get overwhelming if you lump them all together. But by breaking them down into distinct units and improving your processes and client experience in each, you can really streamline the process of making new clients aware of your firm, getting them on board, and keeping them on board.

How are you attracting, onboarding and serving clients? I’d love to hear from you. 

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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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