Any growth strategy should start with identifying the clients the firm wants to pursue — but don’t worry if they’re “ideal.”
“We have to be really clear on who our target clients are,” Jon Hubbard, a shareholder and chief growth officer at Boomer Consulting, recently told a group of accountants. “And note that I’m not saying your ‘ideal’ clients. That brings a lot of emotional baggage. My grandmother is ideal, but she’s not a target client.”
Speaking during at a session on “The Tech-Enabled Playbook for Firm Growth” at the 2025 Bridging the Gap Conference this week in Denver, Hubbard stressed the central importance of clearly identifying the firm’s target clients, but he recommended taking a step back before diving in and slicing and dicing your current client base in Excel.
Jon Hubbard at Bridging the Gap 2025
“Before you start with spreadsheets, answer these questions,” he suggested: “Who do you want more of? What are their best characteristics? What are their most challenging characteristics? What do they value?”
The last two are particularly important to be able to serve your target clients better. For instance, knowing that your “A” clients may demand more of you or expect more proactive service than your Bs or Cs allows you to plan for the extra capacity you’ll need as you bring on more As. Similarly, having a better handle on what they value allows you to adjust your deliverables appropriately in advance.
“Often, what you’re delivering isn’t necessarily what they think they’re getting,” Hubbard warned.
After answering those first four questions, you can begin considering Hubbard’s next three, which are more quantifiable: “How much revenue do they generate for the firm? What are three common service lines this client would have? What are three additional services this client could grow into?”
The temptation may be to jump instantly to ranking clients based on the results, but there’s another set of input you want to get: What is the sentiment about your current client base around the firm?
“Ask staff,” Hubbard advised. “You can start with individual clients’ professionalism and courtesy, deliverable timeliness, how well they fit with the firm, and ‘Would you want to work with this client again?'”
Once you have staff feedback on your clients through a survey tool, Hubbard recommends bringing that information together with all the other details you can glean from your practice management system, your customer relationship management system, and your time and billing software to create a client ranking dashboard that you can review on a regular basis to see who’s a good fit, and to help further refine who your target clients are.
How much value gets placed on each factor — a client’s profitability versus whether they’re in a core industry the firm wants to focus on, for instance — will vary depending on your priorities, but staff sentiment needs to play a central role.
“I know firms that put a 20% weight on staff sentiment, and one that puts a 50% weight, because they want to show their staff that they’re really listening,” Hubbard said. “Know that if you ask for feedback on clients, they expect you to do something with that feedback.”
It’s important to bear in the mind that this is an evolutionary process, one firms should revisit annually to continue moving their client base closer to their targets.
While there may be quick wins in the form of jettisoning particularly terrible clients, Hubbard noted that the most significant benefits begin to appear over two to three years.
“You want to evolve it over time,” he said, citing the example of a firm he worked with recently: “Three years ago, 60% of their revenue came from C and D clients, and now it’s down to 40%,” he said. “They’re doing a better job of winning the right kinds of clients.”
Finally, remember that these are your target clients — there may be “ideal” clients who fall outside the parameters you establish.
“Too often, what I see in the target profile conversation is that people want to leapfrog to, ‘What’s going to happen to people who don’t match this profile? Are we going to automatically turn them away?'” Hubbard said. “If an amazing client comes in who doesn’t fit this profile, go ahead and take them on — but it helps to have a clear idea of who you’re going after.”
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.
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.
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.