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The capacity crunch: Hybrid still reigns

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After the pandemic sent everyone home from the office, firms that were not already exploring remote-work arrangements were sent scrambling to set up their employees for success and maintain firm culture across a new home-office sprawl.

Now, as employees have not only enjoyed but mastered the benefits of remote and hybrid work schedules, and firms have established the trust and programs to support it, the profession continues to enhance the flexible-work experience to help recruit and retain in a constrained talent market.

Hybrid is the most popular work arrangement at firms, as it can better fit employees’ unique circumstances while also holding broader appeal to all staff appreciating flexibility.

Top 10 Firm RSM operates under a hybrid model, with no plans for a full back-to-office mandate, said chief talent officer Ty Beasley, though “we don’t call it hybrid,” he explained. “We call it a high-performing environment, which means there is an expectation of fluidness with people in terms of working from home, the office, client sites, whether a development site or any other place with connectivity, conferences.”

RSM’s commitment to this flexibility has paid off.

“People love remote work — therein lies the positive feedback,” Beasley said. “They work where they want to work, often work from home. The feedback is positive in [them knowing] ‘You’re not telling me, mandating five days a week.’ There’s an element of trust.”

Elk Grove Village, Illinois-based Regional Leader Brown Plus has a formal remote work arrangement policy, explained director of human resources Susan Yohn, which ” increased our retention, team member satisfaction and ability to recruit talent outside of our regional area.”

Currently 42% of firm staff utilize the arrangement, she added. “From what we’ve heard back from our team, they appreciate the flexibility that the firm has allowed, as well as the trust that leadership has in them to get their work accomplished.”

Results may vary

The feedback is also positive at New York City-based Top 25 Firm Citrin Cooperman, according to chief people officer Melissa Hartshorn, who explained that hybrid schedules vary by person and level. 

“For the most part, for our people it’s positive, the flexibility, from a hybrid standpoint,” she said. “The feedback from the first years is they want to be in the office, to form relationships with their cohort and be in the throes of it together. People who have been in the workforce a little, not forever, seem to have it a little bit harder to come back. They know what it’s like to work in an office and have a remote environment.”

Regional Leader BeachFleischman does not offer remote work to first-year associates, explained director of HR Molly Willinger, though the firm does offer hybrid options to all and “it’s interesting, an overwhelming majority are in the office or hybrid,” she said, crediting it in some part to the firm’s Tucson, Arizona, location and easier commute.

It also helps that the firm recruits locally and that, according to Willinger, staff craves the culture of coming into the office. 

“We think, right after Covid, a lot of companies continued to do remote work,” Willinger continued. “We ripped the Band-Aid off, and everybody came back in July, quickly after Covid. I don’t think we had to have an adjustment period because we didn’t wait too long.”

BeachFleischman is, in fact, so “lucky in that sense of a lot of people being in the office, and we expect that to continue,” that the firm is seeking new office space, Willinger reports.

Atlanta-based Top 25 Firm Aprio set out a structure for its hybrid policy, explained chief human resources officer Larry Sheftel: “Team members are expected to work from a business location — such as a company office, client site, or prospect meeting — three days per week. Those living beyond a 25-mile radius or more than 45 minutes from a business location may work remotely, unless otherwise required by law or specific exception.”

“Team members generally operate well in the hybrid structure, and many appreciate the flexibility and autonomy it offers,” shared Sheftel. “Feedback has highlighted a desire for continued flexibility, but also an understanding of the value of in-person connection for learning, mentorship, and collaboration.”

The culture challenge

The top challenge for all firms overseeing remote and hybrid workforces is maintaining culture, which Brown Plus recognizes.

“Remote workers don’t have the benefit of being  around for events or just the regular day to day conversations that happen throughout the office,” said Yohn. “We  try to make sure that we have at least one time a year where we require everyone to be together for our all-firm meeting, which we tie in with our holiday party and pay for everyone to have a hotel room  to spend the night. We also make sure to include them in our Fun Committee activities by mailing swag items to them and sending them a gift card for meals during tax season since they don’t have the benefit of our breakfasts and lunches.”

RSM relies on engaging everyone, firmwide, in a “collective ownership of the culture,” according to Beasley, which includes “intention around employee communities” and continually collecting feedback and insight. “We ask partners engaged in the culture, we ask employee groups that play a big role in helping us to have a culture of inclusion.”

Aprio outlined the firm’s foremost challenges with remote work:

  • Fostering team cohesion and collaboration without regular in-person interaction for those operating in fully remote capacities;
  • Supporting early-career professionals who benefit from hands-on learning found with in-person environments;
  • Maintaining clear, consistent regular communication across distributed teams; and,
  • Preserving spontaneous, cross-functional idea-sharing that often happens in physical offices.

Firms often ensure events and activities are accessible to all employees, regardless of location, with Citrin Cooperman explaining that its Wine-Down Wednesdays, aromatherapy workshops, and more are designed to be location-neutral. 
But despite any concerns about culture or inclusion, many firms expect to continue offering flexible work arrangements.

As Beasley reiterated, “At no time will there be a five-day mandate. We are committed to a high-performance environment. As many challenges as there are, we are not going to press the easy button because we can’t figure it out.” 

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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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