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Premier League clubs turn to ‘creative’ accounting to spend big

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When Chelsea F.C. reported earlier this year it had sold its women’s team to its own parent company for nearly £200 million ($269 million), investors scratched their heads: the team looked like it was only worth a quarter of that amount.

The transaction made more sense when considering that the London soccer club’s owners, BlueCo 22, are led by Los Angeles Dodgers co-owner Todd Boehly, who wants to invest more in the men’s squad without breaking Premier League spending rules.

The internal accounting sale means Boehly now owns a women’s team valued at £198.7 million. Chelsea, a separate entity, can count the June 2024 deal toward its profit for that season and continue to spend heavily on new players without risking the fines and point deductions that can result from violating the league’s 2013 profit and sustainability mandate.

Indeed, as the summer transfer window approaches its Sept. 1 close, Chelsea has racked up the third-highest total for new players of any club in Europe for the 2025-2026 season so far.

Such internal asset sales are a tactic English teams are increasingly using to spend big on talent without violating the rules encouraging clubs to manage their money responsibly. Under the league’s parameters, teams must limit their total losses over a three-year rolling period to no more than £105 million.

Aston Villa F.C. and Everton F.C. also sold their women’s teams internally this summer, taking advantage of similar accounting maneuvers to limit their paper losses. The tactics have stirred up backlash against the rules, which also give clubs — especially smaller ones — an incentive to sell young and promising players who have come up through their academies during transfer season. Proceeds from those sales count as pure profit on the books.

The backlash was evident when Newcastle United F.C. and Aston Villa met for their Aug. 16 season opener, with supporters on both ends offering profane chants about league corruption.

“There do need to be some safeguards in place,” Kieran Maguire, associate professor in football finance and accounting at Liverpool University, said. However, the rules as they stand protect wealthy, established clubs such as Chelsea, while penalizing the new rich such as Newcastle, he said.

Newcastle sits on almost unlimited money since Saudi Arabia’s Public Investment Fund purchased the club in 2021, but the profitability requirements prevent it from spending as heavily as more established competitors with higher revenue.

“We’re controlled by PSR,” Newcastle manager Eddie Howe said in August after his team lost to Liverpool F.C. “That’s still limiting what we can do and that’s the reality.”

Accounting tricks

Last season, teams including Everton and Nottingham Forest F.C. bumped up against the profit rules, receiving points deductions for financial losses that placed them at risk of relegation to the second tier of English football. Other clubs appear to have heeded the warning.

“A year ago there were six teams in danger of breaking the limits,” Maguire said, including big clubs like Newcastle and Manchester United F.C. “This year there are none.”

Some of that is down to making more money through higher ticket prices and increasingly lucrative international competitions such as the Champions League, which draws top teams from across Europe. Accountants have also found successful workarounds.

“Creative accountants are key members of the Premier League now,” Maguire said.

Proceeds from Chelsea’s sale of its women’s team helped the club declare an overall pre-tax profit of £128 million for the 2023-2024 season, the last year for which it has published results. The previous year, the club declared a profit of £76.5 million on the sale of some hotels, allowing it to cut its losses to £89.9 million.

In both cases, the assets were sold to its owner BlueCo 22, which lost £430 million in 2024.

Christina Philippou, associate professor in accounting and sport finance at Portsmouth University, said by phone that her calculations showed the women’s team to be worth £60 million to £70 million. Maguire said he would normally value a team at double its revenue, making Chelsea Women worth £22 million on sales of £11 million. “As women’s football is growing so fast I might increase that to six times earnings, or £66 million,” he said.

Neither figure is close to the actual sale price. The Premier League can check if such internal sales are fairly valued but Chelsea subsequently sold a 10% stake in the women’s team to an outside investor for £20 million. That, it says, shows the team was valued correctly.

Meanwhile, Chelsea is one of the transfer market’s biggest spenders, dishing out 280 million euros ($328 million) on new players so far in the 2025-2026 season, according to Transfer Markt.

In June, Aston Villa said that it had followed Chelsea’s lead by selling its women’s team to its owners for more than £50 million.

Everton in July announced that it, too, had sold its women’s team to its parent company.

“Clubs have learned to stay within the system,” Philippou said.

Talent drain

Football fans also oppose the rules because they give clubs incentives to sell players who have risen up through their youth system.

“The most important thing that PSR has done to change the transfer market is encourage the sale of academy players,” Philippou said.

Aston Villa sold one of its youth academy graduates, Jacob Ramsey, to Newcastle for £40 million in August, recognizing the entire amount as profit as it bumped up against loss limits.

Sales of players who had transferred in from other clubs would have to be recorded as a profit or loss on the original sale price, which is amortized over the term of their contract.

Newcastle, in turn, had sold a promising young midfielder, Elliot Anderson, to Nottingham Forest the previous year for £35 million, when it was in danger of breaking the spending rules.

Chelsea has sold players worth 277 million euros this transfer window, largely offsetting the cost of acquisitions from outside the league.

“The Premier League dwarfs other European leagues in terms of money,” Maguire said. “That means it can afford to buy the big players.”

Eight of the top 10 spenders in this transfer window are Premier League clubs, the profit rules notwithstanding.

Outside scrutiny

English clubs have started attracting attention from Europe’s governing body, UEFA, which has stricter financial rules than the Premier League. UEFA requires clubs to break even over three years and caps squad costs at a percentage of revenue. It also doesn’t allow profits on internal deals to count against its loss limits.

In July it fined Chelsea 31 million euros for breaking its spending rules, along with Aston Villa, which has so far managed to avoid Premier League sanctions.

The Premier League intends to follow UEFA’s lead, but in February postponed the introduction of a cap on squad costs until 2026 at the earliest. Premier League clubs — which own the league — also voted against ignoring internal sales for profit calculations.

“For many of the clubs the current rules work to their advantage,” Maguire said. “Why would they want to change?”

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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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