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To succeed at succession, ask yourself these hard questions

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There are many CPA firm leaders who grapple with the right approach to practice succession.

Some firms want to remain independent and look for ways to strengthen their bench internally. Yet staffing and leadership are constantly at the top of firms’ lists of things that keep them up at night.

Other firms feel that the only appropriate succession solution lies with mergers and acquisitions. Yet M&A is not the best answer for everyone — in the same way that an all-cash deal, a private equity takeover, a strategic partnership or business-as-usual may be the wrong answers. 

To figure out the best succession solution for your firm, you should ask yourself — and find answers to — some key questions.

1. Have you thought in ways that are out-of-the-box?

Doing a deal is a bold step. It is important to consider other bold options and not restrict your efforts only to M&A.

Look at reengineering your practice so you’re providing more concentrated levels of service, eliminating services, working off a required service model which includes meetings and consultations, or focusing on specific industries. 

Consider joint ventures or cooperative relationships with other providers so you and your team are not stymied by not having enough — or the right kind of — help to serve clients in the best ways. You may need to strengthen your team by seeking out different types of partners, for instance, consultants with different specialties, outsourced accounting services, or experts with advanced degrees who are not CPAs. 

Explore the viability of adding non-CPA owners that provide key service expertise, capital, and/or connections.

2. What is your level of market intelligence?

Understand how today’s M&A deals, transitions and integrations are handled. Become familiar with common positives and negatives for moving forward — and be prepared to handle related steps. Have a realistic timeframe for completion.

If you’re considering internal succession, become knowledgeable about best practices. Know the terms and benefits most attractive to successors — and understand how you can best find or cultivate the right ownership candidates. You may want to tap into outside experts who can help bolster next-gen leadership. If you’re looking outside your current firm, identify recruiters who specialize in accounting firm leadership and strongly consider a retained search based on sufficient due diligence.

Talk with other firms who have been through the process. Ask them about the highs and lows. Often, talking with strangers can be more valuable than speaking only with the people you know.

3. What are your clients looking for?

This may seem like an easy question. Yet firm owners looking at succession must look at future state needs, not just current ones.

Find out what services are important to your clients that you’re not currently providing. Might you lose clients if you don’t start providing them? 

Ask clients what they would need from you if you were going to change leadership. This may be a scary question to consider. No one wants to alert clients of something that hasn’t yet happened, but all firms have clients that have deep and trustworthy relationships. 

It is normal for clients to ask their CPAs about their plans. They want to think ahead and not be left in the lurch at crunch time.

Ask them: “If our practice were to move forward with a merger, what kind of firm would compel you to stay?” 

Surveys might be appropriate. Small focus groups may be another way to learn more on a deeper level. You might even use someone else’s deal to get a barometer on client perspectives. 

Gather the data — and memorialize it. Partners should all have a good handle on the needs of everyone’s top 10 clients.

4. What are you looking for?

Gather the criteria you need to guide your decisions on succession. What synergies do you expect on day one — whether it’s a new firm or a new leader? Understand the firm culture needed. Learn what service or industry niches you need to perpetuate the firm.

What is keeping the partners and managers up at night? The last thing you want in a merger is a surprise. 

When asked, firm leaders often say their primary concerns are personnel, technology including AI, industry regulations and leadership. For successful succession, leadership is even more relevant. No machine is going to lead the firm. 

5. Have you built consensus — and trust?

Consensus and trust are important to any transition. The team must be a unified front whether you’re considering a merger, a leadership change or PE ownership.

A normal place to start is within the partners/owners group. But it’s crucial to also cultivate the entire management group, including, for example, the firm administrator, head of HR and CFO. 

Admittedly, it is a bit scary to open the discussion broadly. And you must be prepared for new ideas and compromises. However, if you don’t have consensus, trust will become a bigger issue — and could derail any process. 

When it comes to succession, firms often feel the easy solution is a merger. A successful merger is not easy. Succession is a hard, complex and customized process. The answers to the hard questions will clear the way to the right road for your firm.

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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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