Connect with us

Accounting

What accounting firms should consider before taking private equity

Published

on

With private equity knocking on accounting firms’ doors, firms are in no short supply of suitors. 

Firms making private equity deals — either for the first time or as they look for a new sponsor as their investments nears its close — have much to consider. Firms need to ensure that their unique goals are met when making a deal, whether that is locking in a large multiple for the retiring partner, making sure existing clients are well served or guaranteeing employees are taken care of.

In broad strokes, experts say firms should compare the cultural compatibility of their firm with their tentative PE partner. 

“How are you going to treat my people moving forward? People are your assets, so there has to be a really strong cultural fit, and it’s a quick view for what integration into that strategic might look like,” said Tim Brackney, CEO of Springline Advisory, a Top 100 Firm with $89 million in revenue and 365 employees. Springline is a platform firm formed in January 2024 by Trinity Hunt Partners.

Crossroads sign with blank arrows

Jongkyu – stock.adobe.com

But looking at specifics, firms need to be doing as much due diligence on their PE partner as PE is doing on them.

“It’s a relationship that’s going to cover the next path of your journey,” Brackney said.

He added that the market is competitive enough to ask those kinds of questions very directly: “It’s like, we’re going to be in the canoe together for the next five to seven years — what’s that like?”

That can mean researching what the PE firm’s exits look like, talking to CEOs who have exited with them in the past and identifying who would sit on the accounting firm’s board of directors. It also means taking a close look at the terms of the deal.

(Read more: Private equity in accounting: The end of the beginning)

Bob Lewis, president of consulting firm The Visionary Group, says to eye things like management fees. “If you get a 5% management fee on revenue, why? Because that just comes out of your distribution center, which means if you hire the partners, the distributions are  shrunk from the management fees,” Lewis said. 

“Preferred dividends mean the private equity company gets paid their dividend on their investment before anything gets distributed,” he continued. “So if there’s not enough money left over for distribution, you and I get nothing because it went to the preferred dividend.”

He also highlighted earn out targets: “If I really want to get you, I draw you in with a pretty attractive offer, but I put an earn out target in there that I know you’re not going to hit,” Lewis said, noting that most PE firms won’t do that because it causes problems down the road. “But if you’re getting a really high offer, you have to kind of wonder why. What am I getting the high offer from, and is there something loaded in the back like a management fee, preferred dividend, an earnout target you’re not going to hit, really excessive working capital, which you need to contribute to the deal?”

(Read more: Staying indepdendent in the age of private equity)

“Everyone gets hung up on the multiple, but they’re missing the point that the multiple is just a factor in the equations,” Lewis said. “It’s the adjusted EBITDA, and how I get to the adjusted EBITDA is probably more important than anything.”

Ultimately, it comes down to vision alignment. 

“Hopefully, what they did in the beginning was pick a partner that was aligned with what an exit would look like for them,” Brackney said, while noting that not all firms have done that.

“If you picked a partner to create a firm, and not create something to flip to another strategic, then what you’re doing at the turn is saying, ‘We poured the foundation, we built the first floor. Now we have architectural drawings for the next 15 years, and what we’re looking for is a financial sponsor who’s going to fund the next piece of that journey,” Brackney said. You should be creating a picture for them that says, ‘This is what we need from you.'”

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