Connect with us

Accounting

Use strategic planning to meet a firm’s growth goals

Published

on

No matter where a CPA practice is in its lifecycle, owners should have growth in mind. A young practice will strive for growth by adding clients and offering new service lines, sometimes sacrificing margins to bring in new opportunities. Midlife practices may want to acquire other practices or merge with competitors to form a new entity. 

Mature practices, where the founders may be looking to retire or sell, should keep the practice in growth mode. This is to ensure the highest valuation when the practice goes on the market but typically doesn’t want to invest new dollars in the growth strategy.

As a business owner, here are some lessons learned and tools I’ve used to strategically plan for the future.

Types of growth

Expanding a business can happen through organic or inorganic growth. Organic growth occurs when a practice increases its main lines of business by attracting new clients, offering additional services, raising prices or using technological advancements so staff can serve more clients. 

Inorganic growth occurs when a practice merges with or acquires another company. The revenue streams of the target practice are added to those of the purchasing practice, increasing its size and reach. 

CPA practices may achieve growth through a combination of organic and inorganic growth. Strategic planning is a powerful tool for maximizing growth regardless of type.

Who should be involved in strategic planning?

While it may be unwieldy to include all members of the staff in the core strategic planning group, everyone should have input, through focus groups, surveys and team meetings. Getting input from all areas of the practice helps ensure everyone feels ownership in the finished product and all areas of the operation are considered.

Strategic planning process

A strategic plan helps the practice define where it wants to go and what its priorities are. It gives everyone in the company a shared vision so they can tailor their work toward accomplishing its aims.

A good starting point for a strategic plan is the company’s mission and vision statements. The mission statement should convey what the practice does, e.g., “Smith, Brown, & Jones, CPAs offers its clients the ultimate in accurate, timely and insightful accounting services.” The vision statement should paint a picture of how the practice wants to be seen, e.g., “Smith, Brown, & Jones, CPAs will be the most highly trusted accounting practice in the Tri-State area.”

SWOT analysis

The next step is to carry out a SWOT analysis. SWOT stands for Strengths, Weaknesses, Opportunities and Threats.

  • Strengths include those activities that the practice does well, such as “maintains excellent client communications,” “has a high client retention rate,” or “offers advising services not available from other CPAs in the area.”
  • Opportunities represent potential areas for growth or more effective competition, e.g., “the owner of a local CPA practice is looking to sell their practice,” or “new investments in AI would allow existing staff to serve more clients.”
  • Weaknesses might include “technology is not up to date,” or “staff turnover has been higher than ideal.” 
  • Threats could range from “a regional CPA practice just moved into the area and could take away clients” to “our technology is outdated and could be hacked.”

Setting goals

With a completed SWOT analysis, the team can develop a set of goals to help address weaknesses and threats while capitalizing on strengths and opportunities. It’s important to keep the list of goals to a manageable size (maybe three or four) and to prioritize them so everyone will know which goals to pursue in case two or more conflict.

For the above examples, a practice might make the following goals:

  • Invest in technology upgrades to make use of AI and to improve cybersecurity.
  • Acquire a retiring competitor’s practice to better compete with the new regional practice.
  • Intentionally incorporate the practice’s good communications methods into staff training.

How to go from plan to reality

Once the goals are set, it’s important for each one to be assigned a lead who is responsible for progress on it. The plan should be revisited regularly and updated to reflect new conditions, and incentive compensation for management and employees should then be tied to achieving the goals.

For larger-scale goals, such as carrying out an acquisition, it’s important to bring in outside experts who can keep the project on track and alert the team to any potential problems. A legal advisor and a trusted lending partner should join the practice’s own accounting team. Together, they can help bring a deal to a successful conclusion.

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