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Italy firm got Carlyle cash and allegedly paid for yacht, winery

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It seemed like a low-risk bet when in 2020 Carlyle Group Inc. agreed to provide around €200 million ($210 million) in private bonds to Pro-Gest SpA, a family-owned paper and packaging company based near Venice.

The papermaker’s finances came under pressure in 2019 as production at one of its main plants was temporarily suspended by local authorities. The pandemic helped boost demand for paper packaging and Carlyle agreed to step in to refinance a portion of Pro-Gest’s debt when the company offered some of its best assets as collateral. The deal put the American private capital giant first in line for repayment in case anything went wrong, ahead of bondholders who had previously given the company €250 million.

Fast forward to 2025 and the company, after defaulting on some of its debt, is now attempting to restructure its obligations in a court-supervised process known locally as composizione negoziata.

The move follows months of negotiations with creditors that saw the company’s board overhauled, its first chief restructuring officer suddenly depart and — amid the negotiations with creditors — a draft report from the auditing firm Deloitte LLP that raised questions about more than €80 million of financial transactions by Pro-Gest and its owners, members of the Zago family. The expenses questioned included payments for a yacht and cash used to fund a prosecco winery.

The draft report was presented to Pro-Gest’s board, but never acted on. The company’s current CRO Angelo Rodolfi said in a statement to Bloomberg that claims the firm misused cash are “incorrect and untrue.”

But the episode underscores the difficulties often faced by lenders in the booming world of private credit. A few of the industry’s largest players have made lending to companies that aren’t owned by private equity a key piece of their strategy, hoping to reduce their reliance on buyout financing — an increasingly competitive and lower-return business — to deploy capital. While the loans typically come with high yields, they’re often provided to businesses that aren’t accustomed to the same high levels of disclosure and scrutiny as publicly traded borrowers.

Pro-Gest’s debt came from the Carlyle Credit Opportunities fund, a strategy launched in 2019 to provide capital “primarily for upper middle market borrowers,” including firms owned by families and entrepreneurs, according to the fund’s website.

By early last year, Pro-Gest had breached some of the terms governing the Carlyle debt, according to people familiar with the matter, who asked not to be identified because they aren’t authorized to talk about it. While the U.S. fund agreed to waive the breaches of financial covenants, it wanted to appoint independent directors to the board. And as part of the compromise between family owners and the fund, the board commissioned Deloitte to conduct a forensic analysis of Pro-Gest’s finances and transactions with related parties.

Deloitte analyzed internal accounting, collected material on the company’s IT devices through December 2023, and produced a draft report in May 2024 that identified potential anomalies with a total financial impact of about €81.6 million. 

Some of these transactions may have impacted Pro-Gest’s balance sheet, and others may have breached covenants in Carlyle’s debt and disclosure obligations, Deloitte said in the report. It also said founder Bruno Zago and other members of his family may have used company funds to pay for non-business-related expenses.

After Deloitte completed its draft report, a round of interviews with some employees and managers backed its preliminary findings, and the report was filed to Pro-Gest’s board for review, the people said. Over the summer, however, the chief restructuring officer and other independent directors suddenly resigned after less than six months in the post.

A new CRO and new board members were appointed, and while they received Deloitte’s draft report, they never voted on it, the people said.

As part of CRO Rodolfi’s response to Bloomberg in December, he said that claims the firm misused cash and the representation of events “are harmful and defamatory.” He didn’t comment on the details of the allegations contained in Deloitte’s draft report. The company said in a separate email response in early January that its own financial reports are correct.

Representatives for Deloitte and Carlyle declined to comment on the draft report.

Alleged breaches

Deloitte said it found 16 transactions that were in breach of the financial covenants of the debt Pro-Gest got from Carlyle. And it singled out 29 cases when the company’s cash coffers, which had been boosted by Carlyle’s funds, were allegedly used for non-business purposes.

The list of breaches includes a €1.4 million purchase of a Ferretti Custom Line 94 yacht, and zero-interest loans to several Zago family members and close allies, some of which weren’t paid back, according to the draft report.

Deloitte’s report also claimed Pro-Gest’s funds were used to finance family businesses that are legally and financially separate from the packaging group, including one that makes prosecco in the hills of Veneto, and a local food catering company. And Deloitte’s report said it found €12.5 million of “financials granted by Pro-Gest in favor of AMG,” a real estate company also owned by the Zago family. AMG didn’t respond to a request for comment.

Zago family members allegedly used company funds to pay for aircraft rentals for purposes not related to Pro-Gest’s core business, and to cover about €530,000 in yacht maintenance costs between 2021 and 2024, according to the draft report. They also moved assets back-and-forth between the Pro-Gest group and entities controlled by the Zagos, the report alleged.

For instance, in 2018 it sold €20 million worth of paper reels to World Cart Srl, a company in which Pro-Gest held a minority stake and whose biggest shareholder was Pro-Gest’s founder. In 2021 and 2022, after the debt from Carlyle helped stabilize Pro-Gest’s finances, the group bought back those assets from World Cart, which in turn directed a large chunk of its profits to benefit AMG, according to the draft report. 

Bruno Zago eventually transferred his stake in World Cart to Pro-Gest in October 2024, according to a corporate filing. Luca Lazzarotto, who owns 25% of World Cart and is the firm’s chief executive officer, said in an emailed statement to Bloomberg that he isn’t aware of strictly private information that was presented to Pro-Gest’s board, and warned against spreading false reports.

Debt talks

It’s unclear what Carlyle did when Deloitte submitted its report to the board. A Carlyle spokesperson declined to comment when asked whether the fund had received the report when it was sent to Pro-Gest’s board. 

Either way, Carlyle and unsecured creditors have been in on-and-off talks with the company to restructure its debt for more than a year. Pro-Gest stopped paying interest on its debt to bondholders in June, and didn’t pay the unsecured notes when they matured on Dec. 15. The private bonds from Carlyle are due this year.

This month, Pro-Gest said it had entered court-supervised negotiations and issued a proposal to extend debt maturities, sell assets and reduce rental costs. It also plans to recover funds credited to AMG. The court-supervised procedure, which protects the company against its creditors, can last as long as a year.

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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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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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