artificial intelligence

Accountants Race to Tame AI before AI Outruns the Practice

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Only 1 in 5 firms has an AI strategy, leaving most firms with varying degrees of chaos.

Barely three years since ChatGPT launched, 98% of accountants are using AI regularly. 88% use it in client service.

By CPA Trendlines Research

With artificial intelligence now firmly embedded in the daily life of tax and accounting firms, the profession’s next test is whether practitioners can learn to run AI before AI outruns the practice.

A new crop of research studies and benchmarking surveys suggests firms have yet to fully govern the tools, price the work, train the staff and protect client trust under AI regimes. Reports from the AICPA, Karbon, CPA.com, Blue J, Intuit Firm of the Future, KPMG, Personiv, the ACCA, Rightworks, Business.com and Citrin Cooperman show AI adoption is no longer in doubt. Coping with it is.

MORE Artificial intelligence | Supkis Cheek: Most Accountants Are Missing This AI Shift | |Private Equity’s Big Bet Faces an AI Shake-Up | Doug Slaybaugh: How to Define “Values in Motion” | At ENGAGE 2026, a Profession Richer and Less Certain Than Ever. | Jen Cryder: From Membership Model to Market Maker | Big 4 Transparency | Three Tech Priorities with Rapid ROI | The Google Playbook for Young Accountants | AI Can Fix Your Workflow—or Break It in Seconds |

Karbon says 98% of accounting professionals use AI, up 15 percentage points from last year, with 55% using it several times a day and 74% using it daily or more often.

Intuit says 88% of accounting professionals used AI for at least one client service in the last 12 months, and 86% used AI for at least one firm operation. Some 46% of firms are investing in AI training, 21% have an AI policy, and 21% have an AI strategy. Intuit says 30% describe AI as embedded by default in daily work, while 54% use it only when it seems useful.

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Freeman, Dixon: What to Do When AI Steals Your Clients | Gear Up for Growth

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Every client relationship is now up for renewal—and every partner has to learn how to compete.

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Gear Up for Growth
with Jean Caragher
for CPA Trendlines

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“The relationship gets you in the door, but it doesn’t get you the work,” says Karen Freeman, chief product officer, DCM Insights, and co-author of Activator Advantage: What Today’s Rainmakers Do Differently, in this episode of Gear Up for Growth, powered by CPA Trendlines and hosted by Jean Caragher, president of Capstone Marketing. “Once it’s competitive, it’s a lot harder to differentiate based on your past relationship.”

MORE Jean Caragher here | Get her best-selling handbook, The 90-Day Marketing Plan for CPA Firms, here |

Gear Up for Growth is tailored specifically for public accounting firms with up to 100 team members looking to expand their practices intelligently and efficiently.

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Freeman and co-author Matt Dixon, founding partner of DCM Insights, reflect on what they have learned one year after the release of their bestselling book. They discuss how AI, changing buyer behavior and increasing competition are reshaping growth strategies for accounting and advisory firms. Firms that rely on traditional relationship-based growth models risk falling behind.

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Private Equity’s Big Bet Faces an AI Shake-Up

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But scale may matter more, not less, in the accounting and legal markets.

By CPA Trendlines Research

The same technology that promises higher margins could weaken the billable-hour economics that made professional services so attractive.

MORE Private Equity | What $1 Billion Buys in Today’s CPA Market

Private equity’s rush into law and accounting is running into a new question: What happens to a roll-up strategy built on professional labor when artificial intelligence starts doing more of the work?

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Doug Slaybaugh: How to Define “Values in Motion” | The Disruptors

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Are your firm’s stated values consistent with its behavior?

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The Disruptors
With Liz Farr
For CPA Trendlines

How does your firm define culture? Is your culture consistent with the values posted on the breakroom wall? Doug Slaybaugh, founder of CPA Coach, defines culture as “values in motion.” According to this definition, a firm’s stated values must be evident in the ways a firm actually behaves.

MORE DISRUPTORS: Candy Bellau: The $350 Pricing Mistake that Nearly Broke this Boutique Firm | The Disruptors | Poe: What P.E. Really Wants from Firms | The Disruptors  | Blake Oliver: Build a Biz that Runs Without You | Daiber: Use Succession as a Growth Strategy | Cannon: Busy Season is Self-Inflicted | Carroll: When One Person Can Break the Firm | Rampe: Build a Roadmap Even When the Road’s Not There | Chang: Killing SALY, One Agent at a Time |

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A firm with the value of philanthropy, for example, should give team members the ability to volunteer or sponsor nonprofit events. “There should be evidence,” Slaybaugh explains. “Otherwise, there’s no evidence of that value. It’s really not your culture.”

Slaybaugh’s previous firm had the often-clichéd value of “people first,” but actually executed on that. Team members were offered the option to buy an additional month of PTO, prorated from their salaries, resulting in an 11-month year with nearly two months of vacation.

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