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Practice Profile: Innovation for all at Withum

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Withum’s innovation team, including chief innovation officer Molly Goins-Cox (fourth from left), at the annual State of the Firm event
NJ Corporate Photography – NJ Business Photography

Chris Lo Bue – Photography/Chris Lo Bue – Photography

Princeton, New Jersey-based Withum celebrates its employees’ ideas every month — both those that become operational, and the many that don’t.

Either way, staff members who submit their concepts through the Top 25 Firm’s Innovate Withum portal are recognized in a monthly celebration, and may even earn “Withum bucks” in increments of $50 depending on how far the idea progresses into implementation. These incentives have garnered Withum over 650 ideas in the 3 1/2 years since the initiative began, and many popular improvements to the firm’s systems and practices.

But it’s not just the promise of awards and money that entice Withum’s people to input their ideas into the firm’s database (which is open for submissions and accessible for all employees to track). It’s also a desire for improvement, according to chief innovation officer Molly Goins-Cox, who explained that before accessing the portal, employees receive training on the meaning of innovation and the process for submitting ideas and how the platform works.

The initial flood of submissions was high, most likely from pent-up demand, Goins-Cox said. “A lot of people got training and started submitting ideas. It was pretty cool, a lot of great ideas. One of the challenges is that we got a ton — in services, practice, operations. We average 30 to 40 a month. Some are quick wins — some submit and we just do it, we don’t have to have innovation involved. Some are more moderate, a little bit of technology and a business case on it. We can’t do them all; it’s prioritization.”

The firm also fields many redundant ideas, Goins-Cox explained, but projects Withum has completed include tax workpaper automations, a tax integration portal, and a compliance tracking tool. For the latter solution, “The platform was about to break; it wasn’t functional,” she shared. “We revamped the whole thing and used modern technology that made it significantly better. Clients in particular, they noticed — the response time was much more rapid … . We had many compliments on how we responded to client questions.”

Many of the successful ideas, in fact, have aligned with one of Withum’s overall strategic pillars, Goins-Cox explained: “Withum is very focused on continuing to understand client needs and where we can provide better solutions.”

Owning the ideas

To guide employees in meeting this goal, the firm encouraged all employees, from staff level 1 to seniors, to make their voices heard.

“When the individual submits an idea in the platform, there are the basic questions of what is the idea, what is it going to solve, what are the benefits,” explained Goins-Cox.

And while Withum’s training helped refine what team members input, the most crucial moments come in the next stages of the process, including what Goins-Cox identifies as the all-important ownership factor: “People submit an idea — some people are good at coming up with ideas, team members. But we make sure they have owners, someone who will own it so that it gets executed and used correctly.”

She advised other firms looking to enhance their innovation to make that step a priority.

“One of the things early on ­— so many ideas came in it was hard to process them fast enough,” she recalled. “We got ownership on it — the right project, the right time, to staff out appropriately. Change management is a big issue [so we added] ownership in the second year. We introduced innovation catalysts. In each of the service areas and project areas, we identify innovation catalysts that help us review ideas and determine if it’s an area we want to invest in or not.”

Ownership from the top is also critical, Goins-Cox continued: “It’s very much a part of the culture and leadership-supported.” It is also financially supported, including the firm budgeting $20,000 per year for the Withum bucks it awards for executed ideas.

The innovation catalysts are very involved in the life cycle of these ideas.

“They talk to the innovation owners and partners in those areas to determine funding and secure talent to do the work,” Goins-Cox explained. “Any idea is routed to an innovation owner and catalyst for the first line of review: Does it align with the area and strategy, and are we already doing it? The senior manager level is a good fit; they need to know and understand that business, service and department. If it’s in tax and technical, they need to understand that area well. Each partner is in their own area and identifies senior-level people that understand the area.”

Expanding the reach

Besides operational improvements, Withum’s innovation initiative has also reaped benefits in the professional development realm.

“One of the biggest things I’ve observed on the higher end, is to get to the partner level you have to be able to innovate, and sponsor projects to make sure they are delivered,” Goins-Cox shared. “In my short period of time, a lot of those innovation catalysts have been promoted to partner. It brings out leadership skills.”

Successful projects have also been transferable across departments, Goins-Cox noted. “We see an idea in one area, and look at other ways they can do the same thing … . We’ve started with one [idea] and we’re able to scale across other [departments].”

The broad implementation and ownership of innovation has been paramount for Goins-Cox since she was hired to lead that function for the firm four years ago.

“For it to be successful, there has to be a strategic focus and leadership has to be completely bought in for it as a priority, having a dedicated department, which includes team members,” she advised. “One of the things I asked before I was hired is, ‘What’s the budget? How much are you investing for me, year over year?’ And the third piece is to design it so everyone can innovate. That’s very important.”

In addition to the Innovate Withum portal, another forum for democratizing this kind of brainstorming are the ideation sessions Withum hosts about twice a year.

“We do sessions where we go in with no ideas of the table,” she explained. “We introduce them to things Withum has done previously, but people in that session brainstorm. And we end up with a couple hundred ideas in those 90 minutes.”

The products of those meetings have included some generative artificial intelligence and data extraction projects that answer the questions, “How do we work smarter and make it easier for everyone?”

Speaking of AI, that’s an area Withum has been focused on and will remain so in the near future, according to Goins-Cox.

“You have to be engaged in the new technology coming out,” she said. “I took a pretty forward position when generative AI came out, to embrace it and establish a strategy, from a level 1 day-to-day use to all team members. We are experts in tax, audit and advisory … . We use generative AI to be better advisors. My philosophy is we’ve got to embrace it. You are not going to be replaced by AI, but replaced by someone who knows AI better than you.”

In the meantime, Goins-Cox ensures that innovation permeates the firm and is always top of mind.

“Innovation catalysts talk in their own staff meetings, and at our State of the Firm meetings I talk about innovation, and in different meetings throughout the year. All the messaging — the monthly celebration day, we celebrate and [employees] get to see it. In the emails we show titles, the person’s picture and what the idea is or was. And throughout that are tidbits on innovation, and we share success stories.”

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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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