L. Gary Boomer

If you're leading an accounting firm in early 2026, you feel the pressure. Every conference promises AI will transform the profession. Every vendor has a new automation story. Every article warns that firms that do not adapt will be left behind. But most of these conversations overlook that many CPA firms are not AI-ready, and few have a transformation plan in place. You do already have something incredibly valuable: trust. Clients trust your judgment on complex issues. They trust your discretion with sensitive data. They trust you will guide them through regulatory risk. But trust alone won't carry your firm through the next 18 to 36 months.

Artificial intelligence is reshaping professions and industries at an unprecedented pace, creating challenges and opportunities for firms and their clients.

When implemented thoughtfully, these tools can transform your firm's operations and value proposition.

Autonomy fosters resilience, adaptability and scalability, empowering teams to make decisions and innovate within a clearly defined framework. But autonomy cannot thrive in a vacuum.

A structured approach to testing ideas and hypotheses is a powerful tool for driving growth, improving client satisfaction, and solidifying their position as trusted advisors.

When used strategically, dashboards are transformative tools for delivering more value to clients while staying relevant.

Interfaces encompass the systems and processes that connect humans, software and networks to achieve seamless interaction.

Loyal clients and motivated employees lead to innovation, improved services, and enhanced reputation, all of which drive further engagement.

Midsized CPA firms can leverage algorithms for operational excellence across multiple service lines and functions.

This strategy allows firms to scale rapidly, control overhead, and expand their impact without increasing what they own.

One way to stay ahead of changes in the profession is to leverage peer networks for access to expertise, insights, and collaborative opportunities.

Traditional talent development models rely on in-house staff and struggle to keep pace with the changes accounting firms face.

A "massively transformative purpose" offers a shared vision — it's a north star to align every firm member toward a shared goal that transcends traditional success metrics.

Adopting ExO attributes isn't just a way to boost profits; it's a pathway to attract top talent and engage clients looking for forward-thinking solutions.

Artificial intelligence is transforming how firms manage tax returns, communicate with clients and handle administrative tasks.

One of the biggest differences between the two models is the ability to sustain success and stay future-ready, especially in today's disruptive environment.

Firm leaders face the twin challenges of managing current operations while positioning themselves for future growth.

Cybercriminals are constantly devising new ways to infiltrate your systems, putting your client's confidential information at risk.

Making the most of artificial intelligence requires leadership, project management and process management.

At its core, CAS/CAAS aims to transcend traditional transactional and compliance services, venturing into the realms of advisory and consulting.