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Pathways to Growth: Private equity’s impact on strategic growth

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As a keen observer of the market over the past few years, I’m eager to share experience and insights for firms operating in the current private-equity-as-growth-driver environment. Whether your firm has a PE backer or you’ve decided to take a pass, be prepared for the emerging market impact.

When I made the shift from the corporate tech world back to public accounting, I was quite frankly shocked to see the lack of sophistication around growth. In fact, that gaping hole is what led me to start my consulting firm 24 years ago. In the early part of the 21st century, strategic organic growth — the lifeblood of corporate America — was almost nowhere to be found in midmarket CPA firms.

Since that time, I’ve become both advocate and evangelist for this approach. Many client firms successfully embraced the opportunity, and the hard work required, to outpace the organic growth of their peer group. Others, not so much. What’s different today is that systematically driving demand is no longer just a good idea. It’s the lifeblood of the accounting profession. That’s because it’s expected by the PE firms that are marching into accounting firms with dizzying strength and speed.

Even if you’ve opted out of PE backing, you need to plan and act, or risk being left behind to wither, as PE-infused accounting firms leverage deep pools of expertise in marketing, sales, and service innovation.

New blueprint required

Creating and executing a business model that includes an advanced approach to driving demand will require a whole new architecture — one that abandons the lone-contributor model in favor of a holistic, leader-driven and team-based method. This is a foundational shift.

If your firm is still toiling under the individual-partner-book-of-business approach (think golfer) vs. a team-based approach (think football), you’re attempting to grow from the bottom up, which is what CPA firms have done for decades. But what’s become glaringly apparent in this acquisition-fueled frenzy is the need for a strong top-down structure. While it’s true that some firms have achieved enviable success without a blueprint, an architectured approach will take you much more quickly and reliably from incremental improvements to robust strategic growth.

Your plan should be holistic, not piecemeal. Bolting on sales training or even hiring a chief marketing officer without a framework are one-off tactics, not long-term strategies. And they won’t move you in the direction that PE is taking the market.

The organic growth strategy I espouse is built on the model of a three-legged stool — sales, marketing and product management. Each is equally vital, and linked. The strategy should include:

  • A chief growth officer who is responsible and accountable for all legs of the stool and reports to the top firm executive.
  • A fully realized sales organization staffed with professionals (with revenue goals!) who are integrated into the work of the firm. Sales pros are precisely matched to target segments and clients.
  • Strategic growth leaders who operate as presidents of each industry or service line as “business units,” assuming responsibility for strategic direction and financial health.
  • A key client program focused on large, strategic clients selected to receive preferential treatment due to their potential for significant revenue growth.
  • A product management function tasked with developing innovative services and markets at all stages of the product life cycle.

Time to up our game

The tsunami-level changes buffeting accounting firms, largely as a result of PE strength, are impossible to ignore. We’ve known how to deliver work for decades. Now it’s time for firms to flex their driving-demand-side muscle, one that has been sorely underused.

I’m gratified that the strategic organic growth sermon I’ve been preaching is being amplified by private equity organizations that know the value of this approach. It’s how they, and the companies they acquire, grow and thrive.

Change does not come easily to CPA firms. And until now, it really hasn’t been perceived as necessary for many. That understandable caution was rooted in our slow, but steady and reliable, partnership consensus model, and the effect of regulatory and compliance pressures requiring accuracy over speed. But it’s time for a new paradigm — one that’s vital for firms wishing to successfully participate in a market increasingly dominated by a PE presence and corporate culture. Embrace the new normal and avoid being run over in the stampede!

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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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