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Pathways to Growth: Forget cross-selling; ‘Land and expand’ instead

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Accounting firms are short on resources and are actively seeking ways to address the deficiency. Many are pruning their rolls, culling unprofitable or problem clients. Others are taking what I consider a highly questionable approach, one that was in vogue 20 and more years ago.

I’m talking about cross-selling. Sounds like a motherhood-and-apple-pie concept, but it’s fraught with issues, which is why its failure rate is high.

I learned this the hard way when I introduced one of my first midmarket CPA firm clients to an account strategy session method, which I had learned selling in the large accounts division at IBM. Once a year, the sales/systems engineering team would brainstorm ways to increase revenue by expanding our offerings for a particular client. We recognized that without achieving a deep understanding of the decision-makers and decision-making, we were unable to expand our reach and revenues. This required a strategic focus on the power and politics of C-level executives, not just on solutions.

During the account strategy session, I observed that the team kept reverting to a tactical cross-selling discussion around the services we should sell. When I attempted to level up the conversation to the role of power and politics, it became clear that the sole relationship was between the lead partner and the CFO.

In such situations, if the CFO is not interested in a particular service, there’s nowhere to go. The way to avoid dead-ending is to also forge relationships with the owner, CEO, director, COO, CIO or others. That way, recommendations rejected by the CFO may still receive consideration.

Do this instead

Getting a handle on power and politics can be a heavy lift for many partners. However, in the corporate world, land-and-expand, as it is known, is a well-known approach. It is a systematic, focused means of growing larger accounts by strategically cultivating multiple C-level relationships, then matching needs to solutions by applying your knowledge of hidden agendas and influence among decision-makers.

It is managed by dedicated account executives who are paid — handsomely — based on the revenue growth in the account. They have a skill set much prized in the corporate world. Land-and-expand is considered the highest level of strategic solution-selling involving human motivation and interpersonal dynamics.

If hiring a dedicated professional to optimize revenue among strategic clients is not in the offing, it is possible to help an existing partner become a highly effective account executive by teaching strategic solution-selling skills and reducing their chargeable hour load to provide the needed capacity. The leverage is significant, as revenue can exponentially exceed an hourly billable rate.

Breaking down the wall

Account executives who are financially rewarded for driving large-client revenue are motivated to bring in others. This helps break down the wall of resistance among partners who consider clients “theirs.” That proprietary thinking is the other big reason cross-selling has long been unsuccessful.

Partners who are highly protective of their relationships may question the ability of any other partner to do right by their client. The thinking is, basically, “No worries, I’ve got this.”

In many firms today, it’s often perceived by other partners that it’s easier to seek out new clients than to crack the hard-headed nut, i.e., the partner who resists reaching beyond their comfort zone and experience to uncover opportunity. (The one who answers “No” to expanded services like wealth management, business valuation, international, tech or tax credits!) Account executives, on the other hand, see accounts as belonging to the firm, not to them.

Landing and expanding is a proven strategy that can help accounting firms deliver high-demand, profitable services. At a time when resources are scarce, it makes sense to identify clients that represent the highest potential for the most profitable firm revenue growth. Culling the bottom frees up resources, but cultivating the top is the way to the most efficient revenue growth!

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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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