Few service offerings can boast the sort of boom that client accounting services have enjoyed in the past five or six years, as technological advances (particularly in the cloud), client needs, and bold practitioners have combined to create enviable growth rates and an entirely new way of looking at how firms serve business clients.

For all its success, however, CAS remain an ill-understood niche, with many accountants unsure what it entails and what it offers for their firms. With that in mind, Accounting Today convened a “virtual roundtable” of cutting-edge practitioners and firm leaders, along with industry experts to shed some light on this phenomenon.

In this first installment of the roundtable, the panelists define CAS, gauge how far it has come, and predict its future; in the second part, which will appear in the next few weeks, they’ll discuss integrating CAS into an accounting practice, and some of the practical issues surrounding that.

How would you define modern Client Accounting Services?

Liz Mason (CEO, High Rock Accounting): Modern CAS utilizes efficient and relatively inexpensive technology to provide back-office support, including near real-time bookkeeping, accounting reporting and analysis, and advice. Modern CAS takes the outsourced accounting department model, bills for the value provided, and partners closely with businesses on financial matters to enable greater growth.

Michael Cerami (Vice president of marketing and alliances, CPA.com): Unlike traditional write-up services, modern CAS is technology-enabled and advisory in nature. The focus is much more on intelligent decision-making and strategy for clients. Service offerings are also more varied than they once were and can include virtual or outsourced controller or CFO services, financial statement preparation services and business process outsourcing. The most successful firms these days also tend to specialize in specific sectors, industries or niche plays.

Hitendra Patil (Director of customer success, AccountantsWorld, and author, “Accounteneur”): CAS means the accountant does all or most of the “accounting work” for the clients.

In other words, client accounting services happen mostly when business happens (transactional), some before it happens (proactive advisory) and some after it (write-up). It cannot be just “after the fact” (e.g., write-up, audit, etc.).

CAS, therefore, is about services that emerge from various business transactions that have an accounting action attached -- e.g., bookkeeping, accounting, tax, sales tax, payroll, payroll tax, compliance filing, etc. It could also include advisory for finance decisions of the business (e.g., business tax planning).

The clients can use the same technology that accountants use, but only to the extent of processing some “business transactions.” In other words, in CAS it is the accountant who utilizes his/her education, knowledge, experience and expertise to manage “accounting” for the client. CAS makes accountants become more involved, more integral part of the clients’ business processes, like being their in-house accounting departments, with the key difference that the accountants are a few (or a few hundred, even a few thousand) miles away from the location of the business. The important difference, though, is now the clients have the benefits of professional accounting.

Carolyn Hall (director, FWRD Services, Wiss & Co.): Client accounting services offers full back-office support through the use of cloud technology. The technology generates real-time reports and dashboards, which allows professionals to provide timely advisory services to clients.

Kenji Kuramoto (CEO and founder, Acuity): At Acuity, we view CAS as the design, implementation and maintenance of a client's accounting function. This means providing them the best accounting tools, proper financial processes, and the experienced people to be able to operate their accounting function more efficiently and effectively.

Erin Vukelich (Client advisor II, JCCS): I would define modern client accounting services, at its most basic, as the recording of transactional data and subsequent analysis of that data. A more complex definition could be the use of technology to streamline data and provide real-time data for analysis. Some accountants choose to include advisory services within the “CAS” term, but I prefer to list that separately as client advisory and accounting services.

What has changed in CAS to make it such a growth area over the past five years or so?

Cerami: Mass adoption of cloud services and the digitization of data have really changed the equation for client accounting services, giving firms better analytical capabilities and more forward-looking information to provide to clients. Maybe most importantly, it’s changed the dynamic between CPA firms and their clients, allowing a much deeper, more collaborative relationship. CPAs can provide more insight – in a faster, more easily graspable way – that offers real value for business owners when they make critical decisions.

Vukelich: I believe the automation of compliance work has made CAS a huge growth area and opportunity. The systems that are now in place to automate everything from payroll filings to sales tax filings have given accountants more time to focus on their clients, rather than focusing on processing the data.

Hall: Technology is clearly the key in the advancement of CAS. In addition, organizations like CPA.com and many software companies have played an active role in educating the industry on the tools and resources available to be successful.

Kuramoto: Historically, I think the accounting profession saw CAS as just write-up work or a means to better support a firm's tax department. The primary goal of CAS or write-up was to facilitate getting a tax return complete. Modern CAS is now becoming more focused on the business owner themselves and not just as a way to make tax prep for the firm less painful. I believe that business owners experiencing how CAS can make a meaningful difference in their business, and not just around tax time, has been a huge contributor to the growth in CAS services.

Mason: In recent history, the CAS model was not significantly profitable to firms because the tools were not efficient. Firms did CAS services primarily to support tax and not to advise the businesses. Over the last five years, we have seen a revolution of efficient accounting technology. There has been a boom of machine learning algorithms that are smart enough to get us much closer to the dream of “code-free accounting.” Accountants can currently provide this service without a significant amount of manual entry, and focus on giving the higher level advise that we all find fun.

Patil: Prior to the emergence of new technologies, especially the Internet that gave birth to accounting software on the cloud, business owners used desktop accounting software, more as business operations software and less as “accounting” software. There was no easy and fast way for accountants to access that software. As a result, accountants mostly did after-the-fact work, i.e., after business decisions were made and after business transactions were performed. Accountants, therefore, had little say in how business owners decided, even if accountants could have guided them to make better business decisions. “Proximity” was the key for business owners to keep the accounting software, and hence (what they thought was) the accounting work with themselves. Keeping control over money coming in and going out was perceived as accounting work. Most of the work done by accountants was manually done, even when using computer software. Hence the cost of such accounting services was prohibitive for a large majority of small businesses, which constrained business owners to do it all themselves.

It all was changing over the last few years. Now, with collaborative, real-time, online sharing of the same accounting software, accountants can work with business owners, not just after the business decisions are made by them, but actually, more so, while and even before they make those business decisions and undertake business transactions.

More and more business owners are now aware that the cloud helps them keep the proximity and control, and at the same time, professional accountants can work with them in real time. These possibilities did not exist before. Also, the cloud hastened the progress of automation and integration of various software solutions required by businesses, which has reduced the complexity, and hence the time, efforts and costs required to process business transactions. Automation and integration have benefited both the business owners and the accountants, because professional accounting services can be obtained at more reasonable costs as technology has reduced the manual “work” and hence the costs. Professional accounting work, and insights from it, have become more affordable for millions of smaller businesses that were not engaging accountants before. It created more opportunities for business owners to focus on their core business and outsource accounting to professional accountants. The demand for “client accounting services” has therefore multiplied in recent years.

At the same time, the same automation and integration progress, coupled with newer technologies such as artificial intelligence and machine learning, has made it possible for accountants to gain from efficiencies, reduce their costs and time taken to produce work, and focus on higher-value, higher-priced business insights and advisory services. Such higher-value services invariably help clients’ businesses become more successful, thereby increasing the demand, and revenue, from existing clients as well. The net revenue and net profit per client from CAS is reported to be about two times that from non-CAS clients. This win-win reality has propelled the entire demand-supply equation of the CAS market to new heights.

Cerami: It’s also a great business for CPA firms to be in. We did a benchmarking survey last year on CAS practices involving 119 firms, and we found the median growth rate for the firms’ most recent fiscal year was 12 percent, or more than twice that for overall firm growth. Many firms have launched in recent years that are strictly standalone CAS practices, too, and they’re thriving. The message is clear: Clients value the enhanced advisory role that CPAs play in modern client accounting services.

The American Institute of CPAs has been selected to oversee the newly minted Internet domain, .cpa, by the Internet’s global governing body, the Internet Corporation for Assigned Names and Numbers (ICANN). The new domain will be available to certified professional accountants globally.

Part of ICANN’s mission is to expand the top-level domain structure to aid navigation on the Internet. The effort can support trusted entities and communities, such as CPAs.

In this webinar, a panel of audit experts will chart the developments that are revolutionizing this core service of the profession.

The new domain extension will be available to CPAs and their firms the same way any other domain extension is. For instance, a firm called Best Accounting could sign up for the domain bestaccounting.cpa, and employees at that firm may have an email address with the .cpa extension, as in Jane.Doe@bestaccounting.cpa.

“By overseeing the .cpa domain in collaboration with other global CPA organizations, the AICPA can help promote CPAs’ visibility and protect their professional standing online,” said Barry Melancon, CPA, CGMA, the president and CEO of the AICPA, in a statement. “We also want the public to have confidence that someone using a .cpa domain address for email or a website is affiliated with the CPA profession.”

“Today, there’s a lack of authentication and growing mistrust of online information,” added Erik Asgeirsson, president and CEO of CPA.com, the AICPA’s tech subsidiary. “This is why many leading companies and communities, such as Amazon, KPMG, and the banking industry are moving to restricted top-level domains. We’re looking forward to bringing this important new capability to the profession.”

More details on registering a domain name will be available later this year. For additional information and the opportunity to sign up for notifications, visit https://domains.cpa.com.

What do you get when you combine the methodology of the AICPA, the innovative technology solutions fostered by CPA.com, and the cloud-based audit, financial reporting, and data analytics capability of CaseWare?

The result of this dream team partnership is OnPoint PCR, a smart, cloud-based solution that is transforming how CPA firms conduct preparation, compilation, and review engagements.

Launched in the summer of 2018, OnPoint PCR addresses industry trends, allowing firms to comply with standards, manage their engagements efficiently, while also providing firms with the impetus to adapt the latest technology. The product offers CPA firms "guided engagements," a term used by OnPoint PCR to describe the process of smartly matching the required procedures to the level of work to be done. The objective is to help firms improve quality, operate more efficiently, and deliver better value to clients.

OnPoint PCR’s debut into the marketplace has not gone unnoticed. To date, the application has won CPA Practice Advisor’s Tax and Accounting Technology Innovation Award in July of 2018, as well as being named a 2019 Top New Product by Accounting Today earlier this year.

“Firms currently feel like they are spending lots of time sifting through guidance that may not apply and performing steps that may not be relevant to a particular engagement. OnPoint PCR combines technology and an innovative approach to deliver a high-quality engagement as efficiently as possible." said Erik Asgeirsson, president and CEO of CPA.com.

Designed to address common pain points experienced by today’s CPA firms, OnPoint PCR offers a host of benefits to firms including:

• Built-in guidance that gives system users a high level of confidence
• The use of active and dynamic checklists that show only relevant procedures and requirements based on information that is input
• Client information requests that are embedded into the solution and part of the natural workflow
• Integrated content and methodology that is available to help reduce anxiety on the part of practitioners who fear non-compliance
• The ability to import data from QuickBooks and Xero into OnPoint PCR providing simplified data access

“Today, more than 19,000 U.S. firms are delivering preparation, compilation, and review work as their highest level of engagement,” said Asgeirsson. “This solution is an essential tool for providing high-value services to clients in this area.”

Here’s how it works. Each engagement begins with a series of basic questions, which OnPoint PCR then builds upon using the guided engagement process, creating a unique, on-the-fly updating of checklists that are generated based on the answers provided to the initial questions. Once a checklist has been completed, users are provided with a link to the next step in the engagement process.

To do this, OnPoint PCR uses a clean user interface that guides users through the series of initial questions, adding additional questions as the process continues. "Firms like the clean approach that is used in OnPoint,” said Matt Towers, OnPoint PCR’s product marketing manager. While being clean, this approach can ensure that only information relevant to the engagement needs to be completed, eliminating unnecessary tasks.

As a result, engagement letters and other reports are generated as the process continues. Users can also customize each engagement to add procedures or other specialized considerations based on the particular needs of the client or the industry that they are in.

In addition, trial balances from popular accounting products such as QuickBooks and Xero are auto-mapped into OnPoint PCR, while those imported from Microsoft Excel will have recommended categories. According to product source material, any auto-mapping discrepancies are immediately flagged, with users able to drag and drop accounts to the correct category.

OnPoint PCR also offers complete client collaboration, with firms able to send, receive, and track all client communications from within the application, eliminating the need to utilize numerous third-party software applications or email. This can be particularly helpful to smaller firms or solo practitioners who can quickly become bogged down with traditional methods of managing client documents and communications.

That may also explain why many of OnPoint PCR’s early adopters are smaller firms that appreciate its ability to streamline proper documentation and allow them to more productive. Jennifer J. Mansfield, CPA, a sole practitioner based in Tucson, AZ, spoke to this point. "I have been using super-long checklists for years, and it is a lot of work to pare down those guides into what's relevant for my practice. That's why the minute I saw the OnPoint PCR solution I knew it would be a game-changer for me."

“OnPoint PCR can help small firms and sole practitioners work smarter by automating much of the processes that typically bring frustration,” said Michael Cerami, vice president strategic alliances & business development at CPA.com. "While smaller firms seem to be the first new adopters of the product, OnPoint PCR provides a different value to different size firms.”

“It’s also about growing a practice,” adds Asgeirsson, as CPAs can spend less time bogged down in the initial engagement process and more time growing their firm.

As an added safeguard, OnPoint PCR has what it terms "guard rails" built into the product methodology, preventing less experienced staff from making egregious errors during the engagement process.

“It’s about driving quality, efficiency, and value,” said Asgeirsson. “It also allows CPA firms to think more strategically about their client’s business.”

For more information about OnPoint PCR, visit the website at www.cpa.com/onpoint, where you can view a short video or register for an upcoming webinar. OnPoint PCR is also offering special introductory pricing of $495.00 per user, per year.

When they look out over the next five years, the leaders of the country’s leading accounting firms see technology reshaping their practices more than any other factor.

As part of Accounting Today’s annual Top 100 Firms study, managing partners and other senior firm leaders were asked to name the biggest changes they expect in their firms and the profession over the next five years — and their answers overwhelmingly involved some form or aspect of the digital.

In fact, most of the MPs and senior executives surveyed would broadly agree with the assessment of Jim Powers, chief executive officer of Chicago-based national firm Crowe. “Technology is going to reshape the professional services industry over the next five years,” he said. “The need for traditional accounting and consulting services will continue, but how they are delivered will change dramatically. In addition, there are tremendous opportunities for creating new services and solutions by leveraging many of the exciting advances in technology.”

Beyond that, though, firm leaders differed widely on which aspect of technology was most important — for some it was the specifics of artificial intelligence and blockchain; for others, the expansion of remote work or the new skill sets that accountants will have to develop to adapt; and for still others, the impact of all these and more on service areas both traditional and new — nor did all agree on whether these changes would be good or bad for the profession.

One of the most commonly cited drivers of change in accounting firms was actually a trio of individual technologies: artificial intelligence, robotic process automation and blockchain.

“All three of these challenges will have a profound effect on the firm,” wrote Mary Elliott, CEO of Alabama’s Warren Averett. “Many would argue that artificial intelligence is already here and affecting us. Due to the complex nature of coding related to AI, we are currently looking at vendor products that include components of AI to create efficiencies for internal processes and boost value-added insight for our clients.”

“Robotic process automation will affect our internal processes drastically. We are exploring our various data entry and repetitive tasks to determine whether a portion or an entire task can be automated using RPA,” she continued. “Blockchain technology will certainly affect both our internal processes and our clients’ business models. We believe blockchain will change the entire business ecosystem, and we have already begun educating our employees on what blockchain is and what it may mean for our industry and operations in the future.”

Blockchain will be a major focus for the firm’s director of innovation, and they have also hired a consultant to help their innovation team in keeping up with developments around the technology and educating their employees.

Others focused on the practice areas that will be impacted.

“We believe new technologies will have a profound effect on our firm and the broader profession as a whole in the next five years,” reported Matt Snow, CEO of North Carolina-based Dixon Hughes Goodman. “We are focused on adapting the strategy for all three of our major service lines of our firm: assurance, tax and advisory. For our assurance practice, we developed and implemented a new audit methodology and accompanying technology to support our assurance practice. We are also investing in the AICPA’s Dynamic Audit Solution, both as an investor and by offering firm resources to the project. Additionally, we are a member of a joint venture with three other firms to develop tools for our assurance practice incorporating the technologies referenced above.”

For tax, DHG is structuring its service line to leverage the opportunities offered by new technologies (as well as by tax reform), including more virtual assignment of engagement teams, and adding resources for deploying innovative solutions in clients’ compliance and reporting processes, while for advisory services, the firm continues to develop new and relevant service offerings for client industries as they evolve in the new digital marketplace, including cybersecurity, IT advisory services, data analytics services, and more.

“Adapting our workforce, skill sets and leverage model to new technology solutions that will come with these changes will be an evolving challenge,” Snow noted, and DHG has created a framework for change management in response, “recognizing that change adaptability is as critical as acquiring the new resources and technologies themselves.”

Making the most of technology was on the minds of many firm leaders, who often had specific applications in mind.

“Data analytics will play an increasingly important role in firms our size as we look to streamline processes to gain efficiencies to combat the continued pressure on fees,” said Philip Holthouse, MP of California’s Holthouse, Carlin & Van Trigt.

At Armanino, another California-based Top 100 Firm, meanwhile, CEO and MP Matt Armanino said, “The implementation of AI and machine learning presents opportunity. With more automated solutions, the firm can focus on being a strategic partner focused on future-proofing for clients, rather than investing human capital on the heavy lifting of audit examinations.”

The impact on people

The leaders of the Top 100 Firms don’t generally share the common concern that technology will automate away many traditional services or lead to fewer jobs for accountants.

“We expect to leverage technology in new ways that will allow us to maximize efficiency,” said Dayton Benway, managing principal of Maine’s Baker Newman Noyes. “However, we do not expect this will reduce the need for highly qualified professionals to provide client service.”

However, many of them think that all the different layers of the ongoing digital revolution will require significant adaptation on the part of their employees.

“The most impactful changes over the coming few years will come through leveraging new technologies to automate portions of our work,” said Brian Kreischer, managing partner of Frank, Rimerman & Co., in California. “This will also create an opportunity to radically re-think how we learn many core skills. Employees will be challenged to master new skills and acquire knowledge not through repetition, but through greater comprehension of context, concepts and business judgment.”

Similarly, the CEO of New York-based CohnReznick, Frank Longobardi, said, “Our people will need to learn and employ new competencies to work effectively, while many day-to-day manual accounting and auditing procedures will be automated. This frees our people to focus their skills on strategic analysis — interpreting rather than processing data.”

The new skills required by new technologies have a number of the Top 100 Firms rethinking how they train their staff.

“Advances in technology will continue to put pressure on us as we need to continue to make significant additional investments in both technology and talent to adapt to the changing profession,” noted John Litchfield, the COO and CFO of Tennessee-based LBMC. “We added a director of learning and development a couple of years ago, which has been a great add. We have to continue to train our professionals and equip them for new skill sets that will be required and effectively upskill all of the team members we have today so they will be prepared for the future.”

At RSM US, the firm has a number of programs in place to develop the skills necessary to turn its employees into “first-choice” advisors, which include, but definitely aren’t limited to, being more technology-savvy.

In fact, the Top 5 Firm saw reasons beyond technology to focus on training and staff development. “Over the next five years, we expect to see a continued influx of high-performing individuals from increasingly diverse backgrounds to reflect the growing global nature of our middle-market clients,” explained national public relations director Terri Andrews. “In addition to an increasingly diverse workforce, we expect the skill sets needed of our people to continue to evolve as technology reshapes our industry.”

And at New York-based Freed Maxick, technologies like RPA and AI have chairman and managing director Henry Koziol anticipating a new staffing model: “We will need to attract associates with new and nontraditional talent sets. This will then have an effect and ultimately change the staffing model in regards to available jobs and hiring.”

Other change agents

While technology was by far the most commonly cited change agent for the next five years, it wasn’t the only one.

Chris Olson, the COO of Blue & Co., expects that change at her Indiana-headquartered firm will focus in part on “integrating the recruitment of nontraditional majors or backgrounds that will enable the firm to better serve clients in the evolving CPA environment.”

Other firms are looking at major changes to internal functions over the next few years.

“We will completely move away from the chargeable hour revenue model and tracking time,” said Joey Havens, executive partner at Mississippi-based Horne. “This will free our team up to be more innovative and to focus on executing our client promises, leading to a distinctive client experience.”

Colorado-headquartered K-Coe Isom has a similar goal: “Getting rid of timesheets,” said CEO Jeff Wald. “Ditching the timesheets will change the value we place on the services we provide and create a different service delivery model that focuses on value creation versus time input.”

If you were asked to name an occupation that soon will be transformed by artificial intelligence, accounting probably isn’t the first one that comes to mind.

Nonetheless, CPAs and accounting professors say that AI — combined with other technologies such as blockchain — may radically change the profession’s procedures within the next decade.

“The accountant of today is going to be different from the accountant of tomorrow — and far, far different from the accountant of yesterday,” says J.K. Aier, an associate professor and area chair of accounting at George Mason University. “Things are changing as we’re trying to understand it. … It’s very difficult to predict what an accountant will be doing 10 years from today.”

Global accounting firms such as Deloitte, Pricewaterhouse­Coopers and KPMG already use machine-learning software to handle some auditing tasks that entry-level employees typically handled, such as reviewing lease contracts.

These firms also are investing hundreds of millions of dollars in proprietary artificial intelligence technologies that will be used in the 2020s, says Gary Thomson, Richmond-based regional managing partner for Dixon Hughes Goodman, the largest accounting firm in the South.

Because of these trends, a national professional association, the American Institute of Certified Public Accountants (AICPA), announced in October that it’s developing an AI-based auditing platform, Dynamic Audit Solution (DAS), which will be available to all of its 14,000-plus member firms. Funded with $50 million from AICPA members, the DAS initiative aims to level the playing field so that AI technology won’t be out of reach for small firms.

“There’s [almost] 15,000 firms in America that do audits, and a lot of them are small- and mid-sized, and we wanted to make sure that they also had the opportunity to leverage these new capabilities,” says Erik Asgeirsson, president and CEO of CPA.com, AI­CPA’s technology subsidiary. “It’s an exciting time for the accounting profession due to how technology is really allowing them to enhance their value proposition.”

AI technology, Asgeirsson says, will allow accountants to examine all of a client’s financial records during an audit — no matter how large the data — instead of just reviewing sample sets.

“You’re going to determine things that you weren’t able to determine in audits that weren’t leveraging these platforms,” he says. “The modern audit is going to allow the auditor to tell the client that they’ve looked at the full data set … [and] found such things as double-billing errors, payments that weren’t being done correctly … and they’ll basically be giving the client much more assurance around the integrity of their data.”

Blockchain, too

In discussing the potential impact of AI on accounting, industry experts often mention blockchain in the same breath. Developed in 2008 for the cryptocurrency bitcoin, blockchain is a system for encrypting a secure ledger of transactions that — in theory — cannot be altered.

Used as an accounting tool, blockchain could allow tamper-proof, real-time access to a company’s financial transactions at any time. Combined with the ability of advanced AI to review all records, blockchain could be a game-changer for corporate financial auditing.

“I’ve been quite nervous about [blockchain],” says Ashley Austin, an assistant professor of accounting at the University of Richmond. “It’s supposed to be this perfect ledger. And if you have a perfect ledger, why do you need an auditor to come audit it? Why do you need accounting majors to go work there and a professor to teach them, etc.?”

Thomson has heard similar concerns about blockchain “and rightfully so on the part of practitioners about: Does this in some way potentially inhibit growth in the CPA world, particularly in the auditing world?”

Nonetheless, Thomson and Austin say regulators probably will need to review blockchain and some AI technologies to ensure they can be used safely and securely for auditing. Such a delay may give the industry more time to adjust.

Fewer data-entry jobs?

A greater likelihood in the short term, experts say, is that artificial-intelligence technologies may result in bigger accounting firms hiring fewer employees for jobs such as doing data entry, reviewing leases and providing third-party verifications of a client’s financial transactions. These rote tasks can be handled by AI and optical-character recognition software.

“You probably can eliminate the data-entry people. You can eliminate probably the first line of supervision. Whereas before you may have had several accounts-payable supervisors, now you may only have one [person] running automated accounts payable,” says Douglas E. Ziegenfuss, chair and professor of accounting at Old Dominion University.

Some large accounting firms now are recruiting tech-savvy accounting majors with dual majors in information technology or business analytics. These recruits can utilize the latest AI tools and analyze the findings.

“They need to be thinking a little more like a scientist than accounting majors have in the past, coming up with hypotheses,” Austin says.

In some cases, Ziegenfuss says, CPA firms are hiring tech workers and training them in accounting. “They’re sending them back to schools that cater to nontraditional students like ODU to pick up the accounting,” he says. “They feel it’s easier to do that than to take an accountant and make an IT or business-analytics person out of them.”

Schools adjust

Driven by this hiring pattern, many universities are adjusting their accounting curriculums to include an increased emphasis on data science and analytics.

GMU, for instance, now offers a graduate certificate in accounting analytics aimed at professionals wanting to upgrade their skills. Likewise, Virginia Tech began a partnership with KPMG last fall to offer a one-year master’s degree in accounting that includes training in data and analytics. One of nine universities nationwide working with the firm on such a program, Tech receives training from KPMG and access to its proprietary machine-learning analytics software. That software also is used in a senior-level, undergraduate accounting analytics course.

Students use KPMG’s software “to work with big data in terms of dealing with hundreds of thousands and millions of records of observations and being able to get comfortable in working with that. And then also being able to display the results so that it makes sense to decision makers,” says John J. “Jack” Maher, head of the Department of Accounting and Information Systems at Virginia Tech’s Pamplin College of Business.

Anticipating the big technological changes to come, everyone in the profession “needs to up-skill,” Asgeirsson says. “We’re all going to have to put in 100 hours of learning, 100 days of learning, over the next four or five years. ... You just can’t rest on what you’ve learned because [the accounting] business and operations are changing.”