Connect with us

Accounting

It’s time to rethink the accounting model

Published

on

Sagar Ahuja at Qxcelerate 2025
Sagar Ahuja speaking at Qxcelerate 2025

Bobby Riesterer

A host of issues — including everything from staffing shortages and the rise of artificial intelligence to succession problems, the influx of private equity, and growing competition — are putting pressure on how accounting firms organize themselves and do business, and those that hope to survive will need to change, according to experts at a recent conference.

“When you put together all these challenges and add regulatory challenges like the [One Big Beautiful Bill Act], it’s absolutely impossible for accounting firms to survive with the old operating model,” explained Sagar Ahuja, CEO of QX Accounting Services, in his keynote opening the company’s QXcelerate 2025 conference, held in Chicago earlier this month.

“The traditional pyramid model is out,” he warned, with problems with the pipeline of new entrants to accounting weakening the broad base of new talent that firms had previously relied upon. “Progressive firms aren’t working with the pyramid model anymore; they’re working with the diamond model.”

In the diamond model, major portions of the work previously done by entry-level accountants would be automated with technology — which more and more will mean artificial intelligence — and outsourcing.

Both will be crucial solutions for U.S. firms, as AI grows ever-more-capable, and the country struggles to produce enough accountants — a problem not found in many other parts of the world.

“One million people are pursuing accounting in India every year, and there are 200,000 accountants in the Philippines,” Ahuja explained. “The human capital in accounting is sitting in India and the Philippines.”

Tapping that enormous reserve of talent will be crucial for firms looking to transition to the diamond model. “Outsourcing is really getting integrated into the operating practices of accounting firms,” said Ahuja.

Time for an accounting reset?

Managing a new staffing model is only one of many recent challenges forcing change on the profession.

“Flash back five years: There was no COVID; no firms had taken private equity investment; AI was on the agenda, but not prominent, and we still haven’t begun to see the impact really,” said Bob Lewis, president of The Visionary Group, in a session at the conference called “The Great Accounting Reset.”

The growing need to invest in technologies like AI presents a particular problem for smaller firms, who have far less to invest.

“We have a resource imbalance,” Lewis explained. An $8 million firm with a 30% margin that decides to invest all of it has only $2.6 million to spend, he noted; a similar approach by a $600 million firm would yield a far larger warchest. “Your $2.6 million is barely a rounding error.”

Bob Lewis at QXcelerate 2025
Bob Lewis at QXcelerate 2025

Bobby Riesterer

Technology isn’t the only thing firms need to invest in, of course; they’re also interested in acquisitions, and making sure their partners can retire and realize the value of their stake in the firm.

Those capital needs are forcing accountants to confront difficult decisions.

“Firms are struggling with how and if to remain independent. We have this conversation every day,” Lewis said, adding that a lack of information is only exacerbating the problem. “Firms don’t know what the options are for them in this marketplace. They react to whoever reaches out to them.”

What’s worse, too many firms and too many baby boomer and Gen X partners are hoping to put off difficult decisions in a whole host of areas until after they have retired.

“People want to sit in the rowboat in the middle of the lake, dead calm, no one throwing any rocks in the boat, and then five years from now, the boat just slowly heads to the shore and they get out,” Lewis said. “But you can’t afford to be passive nowadays. That’s not going to work.”

“Doing nothing is a really dangerous move to make in this market,” he concluded.

Continue Reading

Accounting

Continuous Auditing Transforms Corporate ERPs

Published

on

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.

Continue Reading

Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

Published

on

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.

Continue Reading

Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

Published

on

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.

Continue Reading

Trending