Connect with us

Accounting

Touchdowns and penalties: How partners contribute to CPA firm wins

Published

on

The basics of running a CPA firm are indisputable: clients need to be served, billings and collections completed. For most accounting professionals, these activities are top of mind and top of the priority list, like a football team running plays in a game. 

But what sets outstanding firms — ones that achieve their goals for profitability and culture — apart from those that are just getting by? What are the actions, behaviors and outcomes that make for a winning year? 

A diversity of plays and partner actions are valuable to the CPA firm, even if you’re not making it to the end zone. It takes a team to be successful, not just a quarterback and a wide receiver. And just like your favorite NFL or college team, your firm has opponents, and you need to manage all aspects of a successful firm to stay competitive. 

Defining the plays

Having clarity within the partner group around the expected actions, behaviors and outcomes is an important facet of firm management. I’ve grouped some point-worthy actions and penalty-worthy detriments you can use to assess your firm’s fitness for winning over the next year and beyond. 

(Note: Whether any item listed here is a touchdown or only an extra point for your firm will depend on your current roster and record and where the focus is needed to achieve success. Rearrange your list to your heart’s content.)

Touchdowns! (6 points)

  • Prioritizing strategic planning, goal setting and accountability as a partner group. 
  • On the team winning a significant new client for the firm. 
  • On the team successfully implementing or expanding offshoring.
  • On the team proactively and appropriately using AI. 
  • Individually exceeding stated billing and profitability targets.
  • On the team responsible for the development of staff promoted to the next level of responsibility.
  • On the team successfully integrating an acquisition. 

Field goals (3 points)

  • Culling bad-fit clients.
  • Moving toward value pricing.
  • Exploring whether PE is the right fit for your firm.

Extra point (1 point)

  • Implementing upward feedback. 
  • Terminating (finally!) that problem employee the partners can’t stop ruminating about. 
  • Delegating administrative tasks to administrative professionals. 

Penalties

  • False start (5-yard penalty): Not entering time in accordance with firm policy. 
  • Delay of game (5-yard penalty): Taking sales calls solo. 
  • Holding (10-yard penalty): Excessive WIP balance > 90 days
  • Pass interference (automatic first down): Not reviewing work prepared by others in a timely manner.
  • Helmet-to-helmet collision (15-yard penalty): Not supporting firm decisions in front of staff. (Note: A football player not acting in accordance with their own team’s goal of winning/following the play is pretty uncommon.) 
  • Unsportsmanlike Conduct (15-yard penalty): Inappropriate language or behavior toward any team member. 
  • Ejection from the game: Failing to meet baseline professional and ethical standards. 

Player compensation

Now that you’ve identified the actions, outcomes and behaviors you’d like your partners to be doing, achieving and displaying, let’s think about how to reward them. Talented CPA firm leaders can out-earn some NFL players without even needing to bench 300 pounds! 

NFL compensation can offer some interesting perspectives for CPA firms to consider. 

Workout bonuses (e.g., attending offseason workouts)

Speaking of benching 300 pounds, should your partners be incentivized to do something in the offseason? In the weight room of CPA firms live the following opportunities: training and development of team members, networking and business development, execution on strategic initiatives. It’s what partners do with their nonchargeable time that often sets the firm up for more success than logging the next billable hour. 

Incentive bonus (e.g., passing yardage)

Your compensation system could include a financial reward for exceeding baseline partner expectations on billings, collections and realization. A balancing factor is often needed to ensure the firm’s overall success is prioritized over individual pocket-lining. Avoiding the negative culture of “mine/yours” is very achievable through culture, tone at the top and adjustments by those allocating income when needed for actions like hoarding clients. 

Performance bonus (e.g., making the playoffs)

If your firm as a whole performs well, CPA owners are in an obvious position to achieve a performance bonus — after all, in the traditional firm model, this is an owner-operator team. Looking more broadly, have you communicated to employees how they can contribute to the firm’s success overall and offered a reward if goals are exceeded? If the ticket sales are sky high for the Super Bowl, it makes sense to share some of that with the extended team. 

In the end (zone)

Playing to your team’s strengths and being clear on what they need to be doing will set you on the path to greater success. Label what a touchdown is for your firm this year. Define the penalties when needed in your rulebook, and, most importantly, hold your team accountable for their contributions to the season’s objectives. 

Continue Reading

Accounting

Continuous Auditing Transforms Corporate ERPs

Published

on

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.

Continue Reading

Accounting

U.S. Imposes New 50% Tariffs on Canadian Imports Under Rare Legal Provision

Published

on

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.

Continue Reading

Accounting

Automated Continuous Auditing: Transforming Compliance and Real-Time Financial Oversight

Published

on

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.

Continue Reading

Trending