On November 4, 2025, CPABC held a roundtable on artificial intelligence (AI) to discuss how CPAs can be ethical leaders in the adoption of AI.
Six CPABC members attended the session, which was moderated by Amy Lam, FCPA, CPABC’s executive vice-president of corporate services and CFO: Jay Banfill, CPA, AI solutions manager at Treewalk; Jennifer Chun, CPA, senior accountant at 1Password; Mitchal Derksen, CPA, CA, founder and CEO of Agile BK; Jennifer Duffy, CPA, CA, department chair of financial management at Langara College; Alex Farrell, CPA, CA, audit partner at KPMG; and Shamus Molloy, CPA, senior manager in assurance innovation at MNP. We thank them for sharing their expertise and insight with us.
The following article summarizes the key takeaways from the conversation. Among them was the need for transparency in AI usage, and with this principle in mind, the CPABC in Focus team notes the following: The author used Microsoft Copilot to summarize the transcript of the roundtable, which she’d attended; she then verified the summary’s accuracy and used it to create this article; finally, the article was edited and revised without the use of AI by the magazine’s managing editor. As far as we are aware, this marks the first time AI has been used in the process of drafting a cover story for CPABC in Focus.
A sense of urgency
AI is actively reshaping the accounting profession, making it critical for CPAs to understand and engage with these technologies now.
Several factors underscore this urgency. Core tasks are being transformed, as AI is automating repetitive, transactional work such as data entry, reconciliations, and compliance checks—tasks that historically formed the foundation of entry-level CPA roles. With AI assuming these responsibilities, CPAs are able to pivot to more complex and higher-value activities, such as data analysis and strategic advisory services. This shift mirrors past technological advancements but is occurring at an unprecedented speed.
Client and organizational expectations are also changing rapidly, particularly as AI adoption becomes more mainstream. For example, some clients are already using AI tools to validate advice and accelerate their decision-making, and many organizations are adopting AI tools in their financial operations. CPAs must keep pace to meet these evolving expectations, as those who fail to adapt risk losing their relevance and competitive advantage.
The increased volume of financial data driven by digital transactions, e-commerce platforms, and integrated systems is also driving the use of AI, as manual processes simply cannot keep pace. Further, AI enables real-time reporting and advanced analytics, allowing CPAs to deliver timely insights and support agile business decisions.
AI literacy is also critical for keeping the profession relevant in a technology-driven economy and it must be integrated into CPA training and education. Younger generations entering the workforce consider these skills essential and the use of AI a given.
A matter of trust
Public attitudes toward AI range from enthusiasm to skepticism, making trust a critical priority. As CPAs often oversee technology in their organizations and are looked to for providing trusted advice and applying good governance, they can strengthen confidence in AI by demonstrating responsible use and clarifying the difference between raw outputs and CPA-reviewed insights. In so doing, they can position the CPA profession as a guardian of truth in an era of misinformation. In essence, this is a natural evolution for the profession.
Responsible use requires adherence to the ethical principles of accuracy, accountability, and transparency. Human oversight is non-negotiable—CPAs must validate AI-generated results and apply professional judgment to ensure auditability and compliance. Relying solely on AI undermines reliability and exposes organizations to liability, as generative models can produce plausible but incorrect information. In addition to human oversight, verification layers—such as triangulating outputs across multiple models—help to mitigate this risk.
Reliable use of AI also requires sound data governance. Training datasets must be complete, representative, and free from bias to ensure fair and accurate outputs. Transparency is essential, as stakeholders should understand how AI-driven conclusions have been reached. To this end, CPAs should prioritize AI tools that provide clear reasoning and document decision-making processes.
In addition, the handling of sensitive financial data requires strict adherence to privacy laws and cybersecurity protocols. With any technologies, including AI, CPAs should use secure, approved platforms and ensure data residency requirements are met, particularly in cross-border contexts.
To embed safeguards, organizations should adopt trusted AI principles and frameworks emphasizing fairness, explainability, accountability, data integrity, and security. For example, multi-step validation processes—such as dual-model systems that flag low-confidence outputs for human review—are proven to enhance reliability. Internal prompt libraries and staff training further reduce variability and help to improve outcomes.
Ongoing oversight is vital. Feedback loops should detect anomalies, update models, and refine processes as technology evolves. By implementing clear protocols, CPAs can help to preserve accountability and ensure that AI serves as a tool—not a decision-maker.
Vendor assessments are equally important. CPAs should evaluate controls, security measures, and compliance standards before adopting any new technologies; this includes ensuring that data will remain within approved jurisdictions and that its storage will meet local and international privacy laws.
A holistic approach to ROI
Measuring AI’s return on investment (ROI) is complex, as benefits often extend beyond immediate cost savings. However, CPAs can frame ROI in both quantitative and qualitative terms.
The obvious ROI is the fact that AI can reduce manual workloads and improve productivity, enabling organizations to handle more work with fewer resources; this, in turn, can translate into lower operational costs and—for firms—improved recovery of billable hours. AI can also free up staff from lower-value tasks, enabling them to focus on strategic work. Moreover, cleaner, AI-prepared data can reduce audit hours and writeoffs. Additionally, organizations can grow without proportional increases in staffing, which is relevant whether in budget-constrained environments or when facing labour shortages. CPAs who support clients and those overseeing finance teams can also help increase productivity by providing greater access to the financial data that supports better decision-making.
Beyond cost metrics, AI’s ability to enhance the speed and accuracy of reporting can also have a significant impact. Weekly dashboards or real-time updates provide significant strategic value, even if direct dollar savings are modest, and firms leveraging AI can offer faster, more insightful services, which can strengthen both their client relationships and their competitiveness.
Ultimately, when assessing the ROI for AI adoption, it’s important to focus not just on short-term cost savings but also on long-term productivity, scalability, timeliness, and strategic enablement—factors that collectively enhance organizational resilience and growth. Early investments may not yield immediate financial returns, but fostering employee confidence in AI tools can drive long-term gains because a workforce that embraces AI is better positioned to innovate and deliver sustained value.
Leading the way forward
AI represents both a challenge and an opportunity for the CPA profession. These technologies will not replace CPAs but they will redefine their roles, shifting the focus from transactional tasks to strategic advisory roles and ethical stewardship. By embracing AI responsibly, CPAs can enhance efficiency, deliver greater value to clients and their organizations, and reinforce their reputation as trusted professionals.
In short, CPAs should:
- Take action: Understand the urgency as AI adoption is accelerating globally. CPAs must act now to remain relevant.
- Prioritize trust: Embed ethics and reliability into robust governance to ensure that AI is being used responsibly. Safeguards and human oversight are non-negotiables.
- Redefine ROI: Measure impact through productivity, timeliness, and scalability—not just cost savings.
Ultimately, CPAs have a unique opportunity now to lead in shaping how AI is further integrated into business and society. In doing so, they will be upholding the profession’s core values of trust, integrity, and accountability while also unlocking new pathways for growth and innovation.
In case you missed it
The fall 2025 issue of Pivot magazine features excellent articles on AI, with topics ranging from AI’s impact on the accounting profession to the rising threat of deepfakes and the emerging area of AI assurance. Visit CPA Canada’s website for more.
Kerri Brkich is the vice-president of external affairs and communications at CPABC.
This article was originally published in the January/February 2026 issue of CPABC in Focus.
