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Keeping your accounting firm independent in the age of private equity

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Bob Lewis, Jeff Barbacci, David Bundy and Jim Meade

The “Staying Independent” panel at the 2025 PE Summit: (l to r) Bob Lewis, Jeff Barbacci, David Bundy and Jim Meade

With every day seemingly bringing word of a new private equity investment in the accounting profession, many accountants are declaring their determination to remain independent — but that’s not as simple as not signing a deal.

“There’s plenty of room for staying independent, but accounting firms that want to stay independent have to change how they play the game — and we’re not seeing firms have the discipline to do that,” said Bob Lewis, the president of The Visionary Group, during a panel on the subject at Accounting Today’s PE Summit, held this week in Chicago.

“If we’re going to be independent, then we’re going to have to be more intentional about how we grow, and how we hold ourselves accountable,” agreed Jeff Barbacci, the managing shareholder of Thomas Howell Ferguson.

With PE-backed accounting firms flush with cash and supported by extra resources and guidance in technology, recruiting, M&A and more, firms that want to remain independent must have strategies in place to be able to compete. Among other things, that will likely mean greater accountability for partners and firm leaders; more thoughtful, data-driven growth strategies; a stronger push into more-profitable advisory services; stricter adherence to goals of all kinds; and more intentionality in every aspect of firm performance.

“PE has raised the bar for all of us, and that’s a very good thing,” Jim Meade, CEO and managing shareholder of Top 100 Firm LBMC, told attendees. “Professional services businesses had been largely unchanged until the arrival of PE. They’re professional investors, and they’ve raised the bar. It has changed our strategy in everything we do.”

“We’re having more direct conversation with our group about enterprise value and how you create it,” added Barbacci. “That’s a difficult conversation with our shareholders — what drives value and how you create it, and what we’re buying from them when they retire.”

Staying independent may also mean finding other sources of capital, whether it’s lines of credit from a bank, another form outside investment — or the partners’ pockets.

“One of the challenges is getting shareholders to understand that if we’re going to invest, that means you’re going to take less home in your draw,” Barbacci explained. “Shareholders need to want to invest and to have a commitment to the long-term sustainability of the firm.”

Meade, however, was not entirely convinced that firms need to access so much capital that they need to go to PE for it.

“We have access to significant credit lines,” he said. “We’re accountants; we don’t like to borrow money. The cheapest capital is your own. We put a third to our bottom line; the money’s there, it’s just a question of if you’re willing to use it. And banks are happy to lend money to accounting firms.”

In particular, he questioned whether firms need to invest as much money in technology as some, including many of the PE firms that LBMC has met with, seem to think.

“I can’t come up with a use case where we need a significant amount of capital where we don’t have it internally or can’t borrow it from a bank,” he said.

Why stay independent?

Simply not needing outside capital, however, does not explain the seriousness with which all three of the firm leaders on the panel are maintaining their independence.

“We don’t use the word ‘independent’ internally; we say control,” explained David Bundy, the president and CEO of Top 100 Firm Dean Dorton. “We’re a second-generation firm, we’ve been successful, and we want to maintain that control. We want to make the decisions we want to make, we want to make the investments we want to make. So it’s control for us.”

Controlling their own destinies is important for all three firms – and not just for the current generation of leaders.

“We’re a third-generation firm,” said LBMC’s Meade. “As we talk with our young owners, they passionately want to remain independent, so it’s important for us to do that — as long as we see a sustainable path forward, we’re going to do that.”

Finally, all the panelists agreed that — with the facts within their firms and in the broader landscape changing so frequently — the decision to remain independent is one they need to revisit on a regular basis.

“It’s a constant for us,” Bundy said. “When PE first came, we decided it wasn’t for us, and we just parked it, but two years ago we realized we couldn’t just leave it. We have conversations regularly – and we know that when the time comes that we need capital, we know where to find it.”

“I think about it daily. As a group we talk about it at least annually and make sure we are making the decisions for the right reasons,” said Barbacci, adding, “If the shareholder group can’t sustain itself and drive the growth we need … and if we’re not moving the needle, I’d consider a change, but I still think, for us, it’s going to come down to the ability to grow – if we can’t do that, we’ll end up having to merge, but even there I think we’d prefer an upward merger with a firm that feels the same way.”

Added Meade, “We probably don’t revisit it frequently enough. It’s about making sure that you have the right strategy and the right resources to be successful.”

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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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