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Practice Profile: RSM redefines the middle market

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RSM offices - 2026

Knowing your clients is one thing; knowing how they’re changing over time is something else again — something Top 10 Firm RSM knows well, having just literally redefined one of its most important client bases: the middle market.

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The firm recently conducted economic research on this very important segment, surveying more than 1,000 companies to analyze operational challenges and exactly how and why the market has changed.

One of the most significant takeaways from the report, “Managing complexity: A renewed imperative for the evolving middle market,” is the change to the revenue parameters of this market segment, said chief operating officer Sam Mascareno.

“The brunt of our study was to kind of confirm a couple of things or to discover some things,” he explained. “One, the definition was outdated in terms of revenue. The working definition was that the middle market was companies with revenues between $10 million and $1 billion. And what we found based on our research — and this is not just in our clients, but also in the broader economy using outside sources — is that the modern middle market today is really more companies between $30 million and $10 billion, which is a much larger space.”

Additionally, there are fewer companies in that wider space than there were 10 years ago, he said, “because of consolidation, all that has happened. So not only is there less companies there, but they’re larger, they’re more complex, and they’re more global. It was interesting just to identify the fact that this new definition is one-third of the economy.”

RSM’s research not only broadened the scope of the middle-market segment, but how the firm approaches its own midmarket clients.

“What it also helped us to understand is that more so than just solving a client problem or a specific issue that they might reach out to us for, it’s really thinking about us as advisors, how do we help them create and unlock enterprise value?” Mascareno explained. “Because they might have a specific need, but their broader need might be more interconnected to other pieces, right? So they’re just saying, ‘Hey, let’s talk about this one solution, how does this impact something else? And what is this connected with?’ And maybe this is part — we’re talking about this piece, but this is a piece of a larger puzzle. So how do we help you identify and create value and unlock that value for you? So I think it broadens our approach to client service.”

Mascareno-Sam-RSM

Sam Mascareno

As RSM caters to the larger size and complexity of these clients, the firm is transitioning, according to Mascareno, “from an old mindset of ‘You know, I’m a tax partner, I’m going to solve this tax issue for you,’ to really step back and say, ‘OK, what is this connected to and what other pieces to this puzzle are connected to this one issue you called me about and how can we help you?'”

This client service shift aligns with the larger trend in accounting of moving to more proactive, advisory and future-focused work.

RSM’s research supports serving these midmarket clients “in a more holistic way that helps you create more value for the organization,” Mascareno said. “So it goes from just solving a problem or a pinpoint to diagnosing, ‘Is there a broader challenge or a better, a broader opportunity that we can help you uncover?’ So it does expand how you serve these clients.”

Mapping it out

Also enhancing RSM’s client service are road maps the firm created based on its economic research.

“It’s something that was in process, but this survey and the results of this survey helped us to identify how important this is, not just to create a road map, but to do it literally by sector,” Mascareno explained. “Because what sectors need in order to drive value, it varies from sector to sector in very, very different ways. So it confirmed a hypothesis we had that we should create these road maps — [and produce them with] this information, this survey, and the learnings from all the different segments and where they are in their journeys, what they need.”

The maps are also offered to clients as RSM’s proprietary Enterprise Value Roadmap framework, which focuses on areas most associated with long-term value creation — revenue growth, operating efficiency and disciplined capital deployment — alongside steps for maximizing that value.

Mascareno emphasized that this documentation builds on RSM’s near-century of experience with middle-market businesses. “Again, we have 99 years of history with companies in this space,” he said. “We understand the middle market better than any firm out there. And so how do we take that sort of wisdom, and apply it to today’s fact pattern and then create something that’s sector-specific to help a client get from point A to point B? So we’re super excited about these enterprise-value road maps because it’s using a lot of our proprietary knowledge. They’re sector-specific and they are tailor-made for the middle market.”

Internally, RSM is also refining its training so firm professionals can be better guides along these business plans. “Not only are they continuing to get high-quality technical training, they’re also getting industry-specialized training and they’re also beginning to get training around how to be a business advisor that’s thinking enterprise, not just tax,” said Mascareno. “A scaling of training to go beyond just the technical — and I don’t want to minimize the importance for technical and quality, that still remains fundamental — but in addition to that, knowing the industry and even sector, and what are the needs specific to those sectors that you’re using, in our firm.”

The industry-specific training is not new, said Mascareno, but it has been boosted by RSM’s survey insights. “All of our people are focused on certain specific industries and they get industry-specific training, and that’s been going on for some time. We’re going deeper on that, and then in addition to that, how do we help you become a business advisor? So you can spot other needs and other opportunities with our clients to help them drive their own value. So I think it makes for a more holistic business professional as opposed to just a technical expert, which I think is exciting for our people.”

An organization’s people, its “human capital,” was one of several sources of operational complexity highlighted in RSM’s economic research, along with technology, financial capital, globalization and the regulatory environment.

And while the RSM report redefines a crucial market and offers a guide for better serving its many sectors, the main operational challenges for today’s businesses can still be distilled down to the core pillars.

“I would almost put it in the context of people, process and technology, right?” Mascareno said. “Do you have the right people? Are these processes that you have today scalable? And do you have the right technology for today and the right technology platforms for the future for where you want to go?”

In solving these fundamental issues, RSM — armed with its research — aspires to a greater depth of understanding.

“So I’m not just here as a tax partner,” Mascareno explained. “I’m not just here as a technology partner. I’m not just here as a name-what-I-do partner. I’m here as an expert in your industry that understands the broader framework under which you operate. That understands the people, process and technology needs for companies in your space. And so no longer am I here just to solve this one thing and walk away. It’s to say, ‘How can I come alongside you as a client and help you understand?'”

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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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