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Pathways to Growth: Entrepreneurship in accounting? Yes, I’m looking at you!

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Recently, a consulting client asked me to facilitate a strategy session, focusing on two topics: strategic growth and entrepreneurship. I thanked the managing partner and responded, “I’m all in on strategic growth, but I don’t really teach entrepreneurship.”

The MP, who knows my background, looked at me quizzically and said, “But Gale, you are an entrepreneur. You’ve been there and done what accounting firms are increasingly being asked to do.”

I accepted the request with anticipation and dug into the definition and attributes, only to confirm that while I haven’t typically self-identified as entrepreneurial, I certainly check the boxes.

Having started two successful businesses, the latest being my consultancy about 20 years ago, I fit the definition as “one who creates a new business bearing most of the risk and most of the rewards.”

Entrepreneurs, I was reminded, are innovators, problem-solvers, client-centric, adaptable, proactive, resourceful and resilient. They (we!) have vision, take risks and responsibility, lead, and collaborate.

The research I conducted for my presentation led me to understand why I, and so many CPAs, have historically shunned the entrepreneur label. When I started my career, “entrepreneur” was a dirty word, a term for individuals forced to create something because they couldn’t get hired by an existing entity. That’s why, as an ambitious young auditor, I proudly hitched my wagon to firms that were about as far from the entrepreneurial mindset as you could get — Arthur Andersen, PricewaterhouseCoopers.

It was all good until 2000 when the dot-com bubble burst and jobs disappeared. After many years in corporate America where I learned a lot but couldn’t linger, the only choice was to create my own business.

The way we were

Several factors have reinforced the perception that accountants are not entrepreneurs. One is the fact that our profession has long been defined by compliance with regulations and standards, not innovation. Another is that we’ve been married to the billable-hour model, which leaves little time for the thoughtful reflection that successful innovation requires. We’ve also sealed ourselves off from generating new ideas by disappearing behind closed doors for three months a year during busy season.

Bottom line: We’ve focused our attention, our expectations and our assets on pursuing tasks, not on solving problems.

Now, in the mid-2020s, with surging interest in accounting firms by private equity organizations, an entrepreneurial pivot is more than a good idea — it has become a form of life support for many firms. Because PE fully inhabits the startup/entrepreneurial space, funders expect the accounting practices they acquire to do the same, dramatically upping their tech and innovation game. The same holds true for firms that wish to remain sustainably independent.

The entrepreneurial imperative is getting through to some firms that are busily introducing tech, service and advisory innovations. Other firms — those that prefer to ignore this PE tsunami, or who doubt its strength — will, I’m afraid, be left in the dust within a very short time.

Strength from within

If you’re scratching your head wondering how to incorporate entrepreneurial thinking into your firm, your first step may be to look within. Though they may have not been encouraged to spread their wings, there are likely individuals on your team who fit the definition of an “intrapreneur,” an existing employee tasked with developing an innovative idea or project. An action-directed insider ready to bust out of the mold and start disrupting.

We’re talking about a problem-solver who is risk-tolerant and ready to do whatever is necessary (not just whatever is safe) to innovate a new offering. Someone who runs toward problems, not away from them. Given the right support, intrapreneurs can devise solutions that are client-centric, proactive and adaptable.

Find that person (or persons) and help them make the pivot from the employee mindset to the intrapreneur mindset. Invite them to a partners’ meeting to address a specific client challenge. Organize TED-talk-style sessions so they can share their creativity and inspire others. Give them the space to expand and thrive. Don’t ask how many hours it took to come up with a solution — ask if they got the

job done.

As you begin to make this individual and cultural shift, anticipate rewards — from loyal clients who trust you not just for tax and audit, but for fresh ideas and business solutions, to hungry PE groups looking to invest in an accounting firm that’s comfortable with innovation and knows how to make it happen.

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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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