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What accounting firms can learn about talent management from tech vendors

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In a previous article, I discussed ways that accounting firms can learn from the technology vendors that serve them. Here, we continue exploring lessons that accountants can learn from vendors, with a focus on one of the most pressing challenges in our profession: talent management. With a massive capacity issue at hand, anything firms can do to better engage, retain and attract talent will help immeasurably.

1. Embrace a meritocracy

A lesson that accounting firms can take from tech vendors is the value of a meritocratic culture, where top talent is promoted and given opportunities to excel based on performance, not tenure or seniority. This is a core value at successful technology companies: rewarding talent based on impact.

During my time working in Google’s finance team, I had the privilege of working with leaders like Sheryl Sandberg, the former COO of Facebook, and Sukhinder Singh Cassidy, the current CEO of Xero. One thing that stood out was their ability to make objective, impact-driven decisions when it came to promotions and talent management. They prioritized the greatest contributors and those who demonstrated the highest potential for the business, regardless of how long they had been at the company.

Historically, CPA practices have been seniority-driven, which worked well when there was a steady pipeline of accountants and workplace stability. But today’s reality is different. The number of new accountants entering the profession is dwindling, and those that do have a wide range of career options that go far beyond the traditional accounting partnership model. This was abundantly clear from a panel at Botkeeper’s conference AI Unchained, where we discussed alternative structures including accounting platforms, franchises and ESOPs.

As firm leaders, you might be concerned that this approach could cause friction among long-standing team members. After all, promoting a newer team member over someone who has been around longer can ruffle feathers. However, the alternative is riskier: If your top performers aren’t recognized or given opportunities to shine, they will leave. A-players attract A-players. Creating a culture where top performers are disengaged or overlooked can lead to talent loss, which is far more damaging in the long run. By embracing a meritocratic approach, you ensure that your firm’s future is powered by those who thrive in this current reality.

2. Make cross-training a foundation of your practice

In the tech world, wearing multiple hats is the norm. When I worked at Siri (yes, the iPhone assistant, which was eventually acquired by Apple), individuals with cross-functional skills were the norm, not the exception.

Engineers didn’t just code; they also created product designs. Product managers didn’t just product manage; they also handled parts of marketing. This kind of cross-training at tech vendors didn’t just build versatility in an era where agility is needed, it also fostered collaboration and innovation.

In accounting, cross-training can be just as impactful. For example, at the Botkeeper conference panel titled “Walking a Tightrope Between Evolving Technologies and Traditional Accounting” with Angie Grissom (Rainmaker), Geni Whitehouse (ITA) and Mike Maksymiw (Aprio Alliance), the group lamented how the accounting curriculum still doesn’t teach future CPAs data literacy or interpretation skills.

Imagine an accounting firm where every accountant is cross-trained in data analytics. Not only would this prepare them for the future, but it would also allow them to deliver higher-value services to clients. Instead of being confined to compliance work, these cross-trained accountants could provide strategic insights that help clients grow their businesses. 

Cross-training doesn’t just benefit the firm’s services offerings — it engages and motivates employees. When team members are given the opportunity to develop new skills and wear different hats, they feel more valued and challenged. This sense of empowerment drives higher performance and fosters loyalty. Employees who feel like they are growing and expanding their skill set are far more likely to stay with a firm long-term. Cross-training offers them a sense of progress and personal investment in their career growth, which in turn increases their commitment to the firm.

3. Use both quantitative and qualitative feedback to manage talent

Tech vendors have long been applying business performance management principles to talent management. At my company Aiwyn, we regularly conduct pulse employee engagement surveys where team members rate their satisfaction across different vectors. We gather both qualitative and quantitative feedback, ensuring that we have a clear understanding of how employees feel, where they see room for improvement, and where they feel supported.

Accounting firms can adopt a similar approach. You wouldn’t run your business without tracking financial metrics, so why run your talent management program without tracking employee satisfaction? Regular pulse surveys, engagement metrics and feedback loops give you a real-time understanding of your team’s morale. This allows you to address issues before they become problems and ensure that your employees feel valued, heard and engaged.

Implementing KPIs for talent management helps you identify trends over time. Are certain teams consistently reporting low engagement scores? Is there a department where turnover is unusually high? By analyzing the data, you can take proactive steps to improve your workplace culture and retain top talent.

In conclusion, the traditional methods of managing talent for an accounting practice no longer align with the realities of today’s workplace. By taking lessons from tech vendors, firms can adopt a more meritocratic approach, make cross-training a core part of their culture, and use data-driven insights to improve employee engagement and retention.

Do you want to build a workplace that attracts top talent and helps your team thrive in an era of rapid technological change? By embracing these modern talent management strategies, you’ll position your firm to thrive in a rapidly changing world.

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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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