Artificial intelligence isn't going anywhere, and firm leaders are in an arms race to adopt the technology.
AI is forcing the accounting profession to evolve rapidly and is already being implemented at various levels and speeds across firms. Most are already using it for routine tasks such as research, drafting, analysis and admin work. The goal is to make their work more efficient and consistent, and to allow their employees to focus on higher-priority tasks. But while the biggest firms are investing millions of dollars in these tools, smaller firms are taking a slower, more cautious approach.
"We view AI as a force multiplier — not a replacement — for our professionals," said Russell Shinsky, managing partner at Anchin in New York City. "Our priority is to use AI to eliminate administrative burden, streamline repetitive tasks and improve access to information so our teams can focus on applying judgment, insight and experience where it matters most."
As such, AI is helping firms transition from compliance shops to advisory shops.
"AI is forcing a change in how we test for the acquisition of knowledge," said Arty Brieden, managing partner at Texas-based Seidel Schroeder. "Most of us grew up being tested in the following format: 'Here is the question. What is the answer?' In the age of AI, we believe that format will shift to: 'Here is the answer. Why?'"
Build vs. buy
At the forefront of the AI conversation is the age-old question of "Build or buy?" — that is, firms' choice to build their own AI tools inhouse or to buy software from other providers.
Most firms are buying. It's faster to implement and cheaper upfront, whereas building involves long development times and larger investments.
"Rather than starting from scratch, we apply proven patterns, industry-specific assets and co-create scalable, production-ready solutions," said Brian Becker, managing partner and CEO of Chicago-based Top 10 Firm RSM US, which has over 250 tech partners. "This approach enables clients to move faster with confidence, avoiding the overhead of enterprise-only approaches."
"Our focus is on delivering outcomes within existing client environments — not selling tools," he said.
Tim Brackney, CEO of Springline Advisory in Dallas, added, "We stay close to software leaders in our space, adopt new and even beta-stage tools early, and draw clear boundaries around what we adopt versus what we build. This approach allows us to move quickly while avoiding unnecessary complexity and fragmentation."
Meanwhile, Virginia-based Ascend is building its own tools.
"We have hired a 20-plus-person inhouse team of software engineers to build proprietary tools and deployment specialists to lead the change management in our firms," said the firm's CEO, David Wurtzbacher. "We will buy some AI tooling as well, but we are leveraging our scale to be fast, first movers. Our CPA shareholders are thrilled to be the owners of the IP we are developing and beneficiaries of technology-enabled workflows that just make sense.
All in on AI
The biggest firms are all in on AI, with dedicated leaders and teams to find the best software and the best uses for it across their firms.
"We don't have an AI strategy — we have a business strategy that is infused with AI across every part of our firm," said Tim Walsh, chair and CEO at Big Four firm KPMG. "That includes the services and solutions we offer clients, how we deliver our work, how we develop and support our people, and how we run KPMG day to day. AI is not a standalone initiative for us; it is a foundational capability that drives quality, efficiency and better outcomes."
Charly Weinstein, CEO of New York City-based EisnerAmper, said the firm aims to "increase revenue without adding headcount by streamlining manual processes and enabling teams to concentrate on higher-value, higher revenue-generating work.'
When it comes to vetting new opportunities, Victoria Martin, managing partner at North Carolina-based Martin Starnes & Associates, said. "We have purchased tax research programs and audit programs to assist with this area and are figuring out how to capture those technology costs in order to retain fees at their current or higher levels so as not to let the value that AI brings erode our fee structure."
Looking ahead into 2026 and beyond, many firms are pouring money into AI and other developing technologies. Grant Thornton is investing $1 billion over the next three years, RSM is making a $1 billion multiyear investment, CLA is making a $500 million multiyear investment, and Wipfli plans on "double-digit annual increases in AI investments and will grow our internal data and AI teams," according to its CEO, Kurt Gresens.
Cautious optimism
Despite the buzz of excitement surrounding AI, firms are still being cautious. All leaders emphasized the importance of strong governance and data security. As AI becomes more sophisticated, so do the threats involved in its use, increasing firms' exposure to risk.
"We are embracing AI with cautious optimism," " said Mario Donato, managing partner at FGMK in Chicago. "Our top priority is ensuring that our clients receive the same quality of service that they expect, while also ensuring their data is protected. We are mindful of lessons learned from other firms who have over-leveraged AI tools without proper safeguards, oversight or governance, and as a result have faced scrutiny and reputational damage."
"Our strategy around AI is built on the belief that technology is only as powerful as the foundation it sits on," said Reyes Florez, CEO of Utah-based Platform Accounting Group. "To do AI well, you must have exceptionally strong underlying systems and processes and have a culture capable of managing change. Without clean, structured data and buy-in from the professionals, AI is limited. While unstructured solutions are emerging, structured data continues to be the core. That's why we are continuing to push refinement of our internal workflows and system hygiene and are testing multiple AI solutions to land on which ones truly enhance productivity for our firms."
Tech-driven culture
Firm leaders also described AI as a driver of culture, encouraging innovative thinking and creative solutions to old problems.
"When we remove the manual and the mundane, we create space for connection, creativity and trust," said Paul Bailey, chief growth officer at CLA. "That's why our investments in AI go hand in hand with skills development, learning and workforce planning, asking, 'How do we help people do their best work?'"
"We're fostering an innovation mindset where team members are encouraged to experiment with and optimize AI tools for their specific contexts," said Nick Lew Ton, chief growth officer at California-based Sensiba. "Through internal champions, playbooks and continuous learning programs, we're ensuring AI becomes actively woven into every workflow — not just sitting on the shelf."
Firms are using different methods to test and implement AI use cases. Some are taking a ground-up, experimental approach, while others are identifying industry-specific needs and pointedly applying the technology.
"As we move into 2026, we are taking more of a top-down approach by going through an intensive three-month training session with 30 partners," said Jamie Ellis, chief operating officer of Katz, Sapper & Miller in Indianapolis. "Our goal is for their knowledge to flow down through their business units."
"By leveraging the diverse service lines and industry specialization across the firm, we can evaluate multiple tools to identify those that are able to best improve employee workflow for client deliverables," said Jason Yetter, CEO of Colorado-based Richey May. "This will allow us to continue to expand our AI footprint in a deliberate and controlled manner that enhances our staff's expertise with efficient and repeatable processes."
Waiting and watching
Generally, regional firm leaders are exercising more caution, rather than jumping head first into AI. Instead, they are choosing to watch and observe as the dust settles and other firms experiment first.
Scott Irvine, managing partner at Houston-based Abip CPAs & Advisors, said, "We are currently waiting for the environment to sort itself out, watching closely and eager to see how advances in AI can improve our productivity while still remaining cognitive of potential security issues that are continuing to evolve."
"We aren't bleeding edge, but we are actively looking for ways to integrate AI into our work to help us maintain the work-life balance that is crucial to sustainability while also providing our clients with the high level of service that they are accustomed to receiving," said Ben Ripple, managing partner at Bernard Robinson & Co. in North Carolina.
But the bleeding edge of innovation has its risks, especially as the pace of technology development and regulatory frameworks does not always keep pace with each other, said Wayne Pinnell, managing partner at California-based Haskell & White.
He continued, "Rather than invest in AI first, then figure out ways for it to add value, we are instead taking the approach of first identifying existing processes and challenges which could leverage AI technologies in order to add value to our clients and/or the quality of our work, and then investing in AI-driven solutions."
Many leading regional firms that have not yet made significant AI investments said they plan to in this year and the next. But one thing remains clear to all firms — resisting change is not an option.
David Kessler, CEO of New York City-based CohnReznick Advisory, said, "Our profession is on the precipice of unprecedented change with AI — transforming how we deliver work, how we govern it and how we create value. Looking ahead, firms that embrace AI as an enterprise-wide capability, rather than a standalone tool, will define the next era of the profession."
