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Vetting vendors for your accounting firm’s tech stack

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There are literally hundreds of software vendors that an accounting firm can choose to provide solutions for its many needs, and they will all talk about how much any firm worth its salt absolutely needs their product. Sometimes they’re right, sometimes they’re not. How does a firm leader tell the difference and effectively vet their vendors? 

Joe Woodard, head of accounting coaching firm Woodard, suggested looking at different aspects of the vendor itself. He said to ask about their growth rates, install base and programming team, which are all questions software companies are used to answering. If they balk, he said, that is a red flag. 

“How long has the company been around? What’s your current install base, user base, all of those are their questions when you’re screening. And if it’s a larger company, then you can ask about the size of their customer support team, and where they’ve added their capitalization,” he said. 

The stability of the platform and company itself are also important factors. Is the entire company run by one guy out of his garage? Is it in a category ripe for disruption and will likely get either displaced or bought out in the future? Will the solution itself soon be obsolete or even disappear from the market? These are all questions firm leaders should consider. 

There are also technical matters to explore, according to Woodard, such as where they are storing user data and how. Most people, he said, will say it’s on Amazon or Azure or one of the other major providers, which he said is preferable to running a server farm somewhere themselves. 

Technology gap

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“You will still get answers like, ‘Yeah, we’re running this thing on a server farm.’ What server farm? ‘Well, you don’t know the name of it.’ Well, maybe the server farm meets all the security and on premise requirements. Maybe it doesn’t. But what it tells me is this product may not be ready for prime time yet,” he said. 

If the vendor is on one of the major platforms, he said that firm could also ask about backups and their ability to access those backups. He added that it would also be worth it to explore their “uptime record” and security protocols. 

Finally, Woodard advised paying attention to the future of the company as well. Ask how many price increases they’ve had over the last 24 months, as well as what new features will be on the roadmap, including integrations. Firms need to think about their future as well as their present, and this means making sure their solutions not only meet their needs now but will continue doing so for the foreseeable future. 

Roman Kepczyk, director of firm technology with accounting-focused cloud services provider Rightworks, pointed out the importance of talking to other people who’ve used a solution before, especially if they’re from similar kinds of firms who have the same kinds of challenges. 

“Meeting with other people, a peer group of people who have already solved the problem that you’re facing, is significant,” he said. 

What’s more, it is important to talk to people who have not only used the same application but have done so for at least a few years. People’s impression of a solution can change over time as novelty gives way to the system’s day-to-day frustrations, as well as show how the tool has evolved over time to understand how it might evolve further. 

“Before I recommend any product, I want to talk to at least three users who paid for the software and have used it for more than a year. It’s rolled over to a second year, because that’s when we see a lot of tools like engagement binders or practice binders fail. I want to talk to other people who are using the software the way [vendors say]. I don’t want to be a pioneer on something,” he said. 

He noted that unless someone is looking to get into a new niche, there’s little need for a firm to be on the bleeding edge. 

Randy Johnston, co-founder and principal at K2, an accounting tech consultancy, stressed the importance of understanding your own firm’s needs. When a firm reaches out to a vendor, he said they should have a “shopping list” of what specific problems they are looking to solve. He said that if someone is using a minimum viable tech stack, it is likely there won’t be a deep vendor relationship as “they have bigger fish to fry” and so the main thing to consider is how something fits the firm’s particular needs. 

“You have to be thoughtful about what you need. And I think you can approach a vendor saying, ‘I believe I have these needs in this area, and I believe you have a product that fits this, and I’d like to consider buying it from you, and I’d like to affirm that all of these features are there.’ So the vetting is about what it is you think you need,” he said. 

He advised against pushing too hard on price, as vendors tend not to like getting pushback from someone they can’t sell much to in the first place, which could lead to even fewer concessions. At the same time, don’t be afraid to be honest and open about the firm’s needs, and the degree to which an individual vendor meets them. 

“I think it’s perfectly fine to say, ‘I appreciate your consideration. This competitor seemed to do a better job. I’m going to go with them for now, but I’ll keep you in mind for the future.’ If you have to make a switch, they know that you know you treated them right along the way,” said Johnston. 

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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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