Industry Insight AI in Accounting: Where It Actually Works – And Where It Doesn’t Executive Summary Artificial intelligence is rapidly becoming part of the accounting conversation. From automation tools to advanced data processing, firms are exploring how AI can improve efficiency and reduce manual workload. Yet for many firms, the results have been mixed. Some initiatives deliver immediate value, while others create additional complexity without meaningful gains. The difference lies in how AI is applied. This paper explores where AI is proving most effective within accounting workflows, where it falls short, and how firms can combine technology with structured workforce strategies to achieve sustainable improvements in productivity. 1. The AI Opportunity — and the Reality Accounting firms are under increasing pressure to do more with limited resources. Talent shortages persist, client expectations are rising, and compliance demands remain high. AI has emerged as a potential solution — but adoption has outpaced clarity. According to Deloitte’s global research on AI adoption, while a majority of organizations are experimenting with AI, only a smaller percentage report meaningful operational impact at scale. For accounting firms, this gap often comes down to one issue: AI is introduced as a tool, rather than integrated as part of a broader workflow strategy. 2. Where AI Is Delivering Real Value AI performs best in environments that are structured, repetitive, and data-intensive — all of which are common in accounting operations.  A) Document Processing and Data Extraction AI tools can quickly extract and organize information from invoices, receipts, and financial documents, significantly reducing manual data entry.  B) Reconciliation and Data Matching Machine learning models can identify patterns and flag discrepancies across large datasets, accelerating reconciliation processes.  C) Workflow Automation and Task Routing AI-enabled systems can assign tasks, track progress, and ensure that workflows move efficiently across teams.  D) Basic Financial Analysis and Reporting AI can assist in generating summaries, identifying trends, and producing draft reports for review. In these areas, firms often see immediate efficiency gains and reduced manual workload. 3. Where AI Falls Short Despite its capabilities, AI is not a universal solution.  A) Judgment-Driven Work Audit opinions, tax advisory, and complex financial decision-making require professional judgment that AI cannot replicate.  B) Client Communication and Relationship Management Trust, nuance, and context remain critical in client interactions — areas where human professionals add irreplaceable value.  C) Unstructured or Inconsistent Data Environments AI struggles when data is incomplete, inconsistent, or poorly organized, often requiring significant human intervention.  D) Over-Automation Risks In some cases, firms implement AI tools that add layers of complexity without simplifying underlying workflows. The result is a common pattern: AI is expected to solve problems that are actually process-related, not technology-related. 4. The Missing Link: Workflow Design The most successful firms approach AI differently. Instead of asking “Where can we use AI?”, they ask: “Where does work slow down, and why?” This shift leads to a more effective approach: Simplify workflows first Identify repetitive, time-consuming tasks Apply AI selectively where it enhances efficiency Maintain human oversight where judgment is required   According to Gartner, organizations that align automation initiatives with process redesign are significantly more likely to achieve measurable productivity gains. 5. AI and Global Talent: A Complementary Model AI and global talent are often viewed as separate strategies — but in practice, they are highly complementary. AI handles: High-volume data processing Repetitive and rules-based tasks Workflow coordination   Global professionals support: Process execution and validation Exception handling Quality control Client-ready output preparation   Together, they create a balanced operating model: Technology improves speed and consistency People ensure accuracy, context, and quality   This combination allows firms to scale operations without overloading local teams. 6. A Practical Path Forward For accounting firms looking to explore AI, a measured approach is key.   Start with: One or two high-impact use cases (e.g., document processing, reconciliations) Existing workflows, rather than entirely new systems Clear metrics for success (time saved, error reduction, turnaround time)   Avoid: Large-scale implementations without process clarity Overlapping tools that create confusion Replacing human oversight too early   Firms that take a targeted, incremental approach tend to see faster adoption and more sustainable results. 7. Looking Ahead AI will continue to play an important role in the future of accounting. However, its impact will depend less on the technology itself and more on how it is applied. The firms that succeed will not be those that adopt AI the fastest — but those that apply it most thoughtfully, within well-designed workflows and balanced team structures. Global Staff Connections Through its work with accounting firms across North America and Australia, Global Staff Connections has observed that the most effective AI initiatives are those grounded in practical workflow improvements. In collaboration with Gaitcon, GSC supports firms in applying targeted AI solutions alongside structured global teams, helping reduce manual workload while maintaining accuracy and control. This combined approach enables firms to build scalable, efficient operations without adding unnecessary complexity. Research & Industry References: DeloitteGlobal AI and Workforce Insightshttps://www2.deloitte.com/global/en/insights/focus/cognitive-technologies.html GartnerAutomation and Productivity Researchhttps://www.gartner.com/en/information-technology

Industry Insight After the Rush: How Accounting Firms Are Resetting Capacity for the Rest of 2026 Executive Summary Across North America, tax season has just concluded. In Australia, firms are entering the final stretch toward EOFY. Despite differences in timing, accounting firms across both regions are arriving at the same realization: surviving peak season is no longer enough. The real competitive advantage lies in what firms do after the rush. Leading firms are using this window to reassess capacity, redesign workflows, and address the structural issues that made peak periods so difficult. Increasingly, this includes rethinking how teams are built — combining local expertise with flexible and global talent to sustain performance beyond seasonal spikes. 1. The Post-Peak Reality: Relief, Then PressureFor many firms, the end of a major deadline brings only temporary relief. In North America, teams are emerging from tax season fatigued. In Australia, firms are preparing for increased demand as EOFY approaches. In both cases, a familiar pattern is emerging: Backlogs remain after peak periods Staff are slower to recover from extended workloads New client work begins before teams have fully reset According to the AICPA 2024 Trends Report, nearly 48% of accounting professionals report sustained workload pressure even after peak filing periods. Similarly, CPA Australia’s Business C Technology Survey highlights ongoing concerns around workload sustainability and talent shortages. The takeaway: peak season may end — but capacity strain does not. 2. What Peak Season ExposesBusy periods don’t just test teams. They reveal underlying structural weaknesses. Common issues that surface include: Over-reliance on key individuals Manual or inefficient workflows Limited bench strength during demand spikes Delayed turnaround times for non-urgent work Increased error risk under pressure Many firms address these issues temporarily — hiring seasonal staff or extending hours — but rarely resolve the root causes. As a result, the same problems reappear each year. 3. The Shift from Recovery to RedesignForward-thinking firms are approaching this period differently. Instead of simply recovering, they are rebuilding capacity models for the remainder of the year. This involves three key shifts, with many firms also exploring how targeted automation and AI can support these changes without adding unnecessary complexity: A) From Seasonal Thinking to Year-Round CapacityRather than staffing for peaks alone, firms are designing teams that can maintain consistent output throughout the year. B) From Reactive Hiring to Structured Workforce PlanningFirms are identifying which roles truly require onshore expertise — and which can be supported through flexible or global talent. C) From Individual Dependence to Process StrengthStandardizing workflows and introducing targeted automation or AI in repetitive processes to reduce reliance on specific individuals. A Deloitte 2025 Workforce Study found that firms adopting structured workforce models improved utilization rates by 20–25%, while reducing overtime during peak periods. 4. Where Capacity Breaks Down MostPost-peak reviews often reveal that capacity constraints are not evenly distributed. The most common pressure points include: Compliance preparation and review pipelines Client onboarding and documentation processing Data entry, reconciliation, and reporting Administrative coordination and follow-ups These functions are critical — but often time-intensive and repetitive. When handled exclusively by local teams, they consume capacity that could otherwise be directed toward advisory and client-facing work. 5. The Role of Global Talent in Capacity ResetTo address these imbalances, many firms are incorporating global staffing strategies into their post-peak planning. This is not simply about cost efficiency — it is about building sustainable capacity. Global professionals are increasingly supporting: Bookkeeping and reconciliations Financial data processing and reporting Audit preparation and documentation Client onboarding workflows Administrative and sales support According to IBPAP (2024), firms integrating offshore support into core workflows report:o25–35% cost efficienciesoFaster turnaround timesoImproved workload distribution across teams When implemented effectively, global teams function as an extension of the firm — not a separate layer. 6. A Practical Window for ChangeThe period immediately after peak season — or just before the next one — presents a rare opportunity. Workloads are stabilizing just enough to allow for: Process reviews Technology adjustments Team restructuring Pilot programs for new staffing models Firms that act during this window are better positioned to:oEnter the next peak period with stronger systemsoReduce last-minute hiring pressuresoImprove staff retention and morale Those that delay often find themselves repeating the same cycle under greater strain. 7. Looking Ahead: From Survival to SustainabilityThe accounting industry is evolving. Client expectations are rising, compliance demands remain high, and advisory services are becoming increasingly important. In this environment, firms that rely solely on traditional staffing models will continue to face capacity limits. The firms that move ahead are those that treat workforce design as a strategic priority — not an operational afterthought. By combining local expertise with flexible and global talent, they are building teams that can scale, adapt, and perform consistently — not just during peak periods, but throughout the entire year. Global Staff ConnectionsThrough its work with accounting firms across North America and Australia, Global Staff Connections has observed how structured, flexible workforce models can help firms stabilize operations after peak periods and prepare more effectively for future demand. Through its collaboration with Gaitcon, GSC also supports firms in strengthening workflows and applying AI in targeted areas where it reduces manual effort and improves consistency. These combined approaches enable firms to move toward more sustainable, scalable operations. Research G Industry References: AICPA C CIMA (2025) Trends Report: Accounting Education, CPA Pipeline, and Hiring Available via AICPA C CIMA Insights:https://www.aicpa-cima.com/resources/insights AICPA (2025) Accounting Firms Report Strong Hiring Outlookhttps://www.aicpa-cima.com/news/article/accounting-firms-report-strong-hiring-outlook-aicpa-report- finds CPA Australia (2025) Business Technology Report 2025https://www.cpaaustralia.com.au/tools-and-resources/business-management/business-technology- report Deloitte (2025) Workforce Transformation and Future of Work Insights https://www2.deloitte.com/global/en/insights/focus/human-capital-trends.html IBPAP (2024) Global Talent and Offshoring Industry Insights https://www.ibpap.org

Industry Insight The Healthcare Workforce Gap: Why Smart Providers Are Looking Beyond Borders Executive Summary Healthcare systems across North America and the Pacific are facing an increasingly difficult workforce equation. Demand for care continues to rise, yet staffing capacity—both clinical and administrative—remains constrained. The strain is already visible. In the United States, 43.2% of physicians reported experiencing at least one symptom of burnout in 2024, according to the American Medical Association. Administrative burden remains one of the primary drivers, limiting the time clinicians can devote to patient care. At the same time, global healthcare demand is growing rapidly. The World Health Organization projects a shortage of nearly 10 million health workers worldwide by 2030, creating a structural challenge for healthcare providers everywhere. Forward-thinking healthcare organizations are beginning to rethink how work is structured across their operations. Increasingly, they are adopting global workforce models that allow nonclinical functions—such as billing, data management, IT support, and administrative coordination—to be handled by skilled remote professionals. When implemented thoughtfully, these models allow healthcare providers to expand operational capacity, reduce administrative pressure on clinicians, and maintain high standards of care. A System Under Growing Pressure Healthcare demand continues to increase across the United States, Canada, Australia, and New Zealand. Aging populations, rising chronic disease rates, and expanded access to care are driving patient volumes upward. However, workforce capacity is not keeping pace. According to the World Health Organization, the global healthcare system could face a shortfall of approximately 10 million health workers by 2030. While clinical shortages receive the most attention, operational and administrative staffing gaps are creating significant bottlenecks throughout healthcare organizations. These pressures extend beyond staffing numbers. Physician burnout remains a major concern across healthcare systems. The American Medical Association’s 2024 National Physician Comparison Report found that 43.2% of physicians reported symptoms of burnout, reflecting the sustained strain on healthcare professionals. Without structural changes, these pressures risk affecting not only workforce sustainability but also patient access and care delivery. The Hidden Cost of Administrative Work One of the most persistent challenges in healthcare operations is the administrative workload placed on clinicians. Research published in the Annals of Internal Medicine found that physicians spend nearly two hours on electronic health records and administrative tasks for every hour of direct patient care. Documentation requirements, billing processes, and compliance reporting often consume a substantial portion of clinicians’ workdays. This imbalance creates several operational challenges: Reduced time available for patient care Slower administrative processing cycles Increased clinician fatigue and burnout Higher operational costs for healthcare systems   The financial impact is significant. The American Medical Association estimates physician burnout costs the U.S. healthcare system approximately $4.6 billion annually, driven largely by turnover, reduced work hours, and recruitment expenses. For healthcare leaders seeking sustainable growth, reducing administrative burden has become both a workforce priority and an economic imperative. The Expanding Role of Global Talent In response to these pressures, many healthcare organizations are exploring distributed workforce models that allow certain operational functions to be performed remotely. Advances in secure cloud infrastructure, digital health platforms, and data protection technologies have made it possible for skilled professionals outside traditional healthcare markets to support key operational functions. Common areas where global professionals contribute include: Medical billing and coding Revenue cycle management Patient scheduling and intake coordination Data processing and analytics Health information management IT infrastructure and cybersecurity support Digital health platform administration   Because these roles are largely process-driven and technology-enabled, they can be performed remotely while maintaining strict security and compliance standards. According to Deloitte’s Global Health Care Outlook, healthcare organizations adopting distributed workforce models report improvements in efficiency, service delivery timelines, and operational scalability. Which Healthcare Functions Are Most Commonly Offshored While clinical care must remain local, many operational tasks that support healthcare delivery can be effectively performed by remote teams. Several functions have emerged as particularly well-suited for global staffing models. Revenue Cycle Management Medical billing, claims processing, and coding require specialized expertise but do not require direct patient interaction. Offshore revenue cycle teams can help healthcare organizations accelerate billing cycles while improving accuracy and compliance. Medical Documentation and Data Processing Healthcare organizations generate enormous volumes of documentation, from clinical notes to insurance forms. Skilled global professionals can assist with transcription, documentation management, and data validation. Administrative Coordination Scheduling, appointment reminders, patient intake coordination, and referral management are increasingly handled through centralized digital platforms. Remote teams can manage these processes while maintaining consistent patient communication. Healthcare IT and Digital Platforms As healthcare systems expand their use of electronic health records, telehealth, and digital patient engagement tools, demand for IT support has grown. Offshore specialists often support system monitoring, platform maintenance, and cybersecurity operations. When integrated properly, these roles allow clinicians and on-site staff to focus on higher-value activities—particularly patient care. From Cost Strategy to Capability Strategy Historically, offshoring has often been framed primarily as a cost-saving measure. In healthcare, however, the conversation is evolving. Healthcare leaders increasingly view global staffing as a capability strategy—a way to strengthen operational infrastructure while improving workforce sustainability. Well-designed distributed teams can deliver several benefits: Faster administrative turnaround times Reduced operational bottlenecks Extended service coverage across time zones Greater flexibility during periods of high patient demand   Rather than replacing local teams, global professionals act as an operational extension of healthcare organizations. This shift enables providers to focus their local workforce on clinical care, patient engagement, and strategic initiatives. Ensuring Security, Compliance, and Quality Healthcare organizations operate within some of the strictest regulatory environments of any industry. Data privacy, patient confidentiality, and compliance standards must remain uncompromised. Successful global workforce programs typically include: Secure technology platforms and encrypted data systems Compliance with regulatory frameworks such as HIPAA Role-based access controls for sensitive patient data Comprehensive training and onboarding programs Close integration with internal healthcare teams   When these safeguards are implemented, global teams can operate as a seamless extension of healthcare operations while maintaining the highest standards of data protection. A More Sustainable Workforce Model Healthcare workforce challenges are unlikely to disappear

Industry Insight Beyond the Busy Season: The 2026 Workforce Reset Executive Summary After months of high-pressure deadlines, most professional services and accounting firms enter the final quarter exhausted but optimistic. Yet, the cycle of burnout, rehiring, and reactive planning persists year after year. As firms across the U.S., Australia, New Zealand, and Canada prepare for 2026, the most forward-looking leaders are shifting focus—from surviving peak workloads to building resilient, adaptive teams that sustain performance year-round. This insight explores how a smarter approach to workforce planning—blending local expertise, flexible capacity, and global talent—helps firms grow without overextending their people or budgets. The Year-Round Challenge Busy seasons come and go, but the underlying problem remains: firms plan for peaks, not sustainability. According to LinkedIn’s 2024 Global Talent Trends, professional services employees report the highest burnout rates globally, with 43 percent citing unsustainable workloads. In accounting, that figure rises to nearly 50 percent during tax periods (AICPA Insights 2024). Meanwhile, client expectations have evolved. Continuous engagement, real-time reporting, and multi-channel service delivery mean firms can no longer rely on “slow” quarters to recover. The result: teams never fully reset, creating a cycle of fatigue that erodes retention and service quality. Why Traditional Workforce Planning No Longer Works Historically, firms built staffing models around seasonal cycles: hire aggressively for busy season, reduce headcount after. But today’s environment—remote collaboration, digital service models, and talent scarcity—has made that playbook obsolete. Wage Inflation: Professional salaries in North America and Australia rose between 6–9 percent in 2024 (PwC Compensation Outlook 2025). Talent Gaps: CPA Australia and CPA Canada both list recruitment difficulty as a “top-three strategic risk.” Demand Volatility: Clients expect consistent response times, even during staffing transitions.   The firms that continue to scale this way risk over-hiring locally, under-utilizing during lulls, and losing profitability. Resilience Through Flexibility Resilient teams aren’t defined by size—they’re defined by adaptability. Forward-thinking firms are moving toward flex talent ecosystems that blend full-time, contract, and global professionals in a unified workflow. Three key shifts are taking place: From Reactive to Predictive Planning — Data analytics and project tracking now enable firms to forecast capacity gaps months ahead. From Static Roles to Dynamic Resourcing — Functions such as bookkeeping, data analytics, and client onboarding are increasingly handled by offshore or hybrid teams. From Seasonal Hiring to Continuous Capability — Cross-training and process documentation allow teams to flex without starting from zero each busy season.   A 2025 Deloitte study found firms using hybrid workforce models saw a 22 percent improvement in utilization rates and 30 percent faster project turnaround. The Role of Global Talent Global staffing used to mean cost reduction; today it means capability extension. Professional services firms across Canada, the U.S., Australia, and NZ are increasingly leveraging offshore specialists for: Compliance and audit support Marketing and digital production Analytics and reporting Administrative coordination   When managed well—with secure systems, training, and overlapping time zones—these teams expand delivery capacity without diluting culture or quality. 3   According to IBPAP (2024), Canadian and Australian firms that implemented blended onshore–offshore models reported average cost savings of 25–35 percent, alongside measurable productivity gains. Building Resilience into 2026 Plans To move from reactive staffing to structural resilience, leaders are: Auditing Workflows: Identifying recurring bottlenecks and predictable crunch points. Investing in Documentation: Process clarity reduces onboarding friction and protects institutional knowledge. Embedding Flex Roles: Permanent part-time, project-based, or offshore professionals who expand or contract with demand. Protecting Culture: Transparent communication ensures global or hybrid teams stay connected to firm values.   A McKinsey 2025 survey found that firms with explicit “flex capacity” strategies retained 18 percent more staff year-over-year than those relying solely on permanent hiring. Looking Ahead The next phase of workforce strategy isn’t about adding more people—it’s about designing smarter systems. Resilient firms use the same mindset they apply to clients’ business continuity: proactive planning, diversified resources, and sustainable load management. Those that master this balance will enter 2026 with healthier teams, happier clients, and the capacity to seize new growth opportunities—without repeating the burnout cycle. Global Staff Connections Through its work with professional services and accounting firms across North America and the Pacific, Global Staff Connections has seen how adaptive workforce models—combining local expertise and global capacity—enable consistent performance year-round. By helping firms design flexible staffing solutions, GSC supports the shift from seasonal survival to sustained resilience. Sources LinkedIn (2024). Global Talent Trends Report. AICPA (2024). Busy Season Survey. PwC (2025). Compensation Outlook. CPA Australia (2024). Talent & Capability Survey. Deloitte (2025). Workforce Flexibility Study. IBPAP (2024). Global Staffing Benchmark. McKinsey (2025). Future of Workforce Resilience Survey.  

Industry Insight Talent Shortages & Tech Gaps: Why Canadian Accounting Firms Can’t Afford to Wait Executive Summary Canada’s accounting profession is at a crossroads. Firms are grappling with increasingly complex client demands, rising operational costs, and a shrinking domestic talent pool. Simultaneously, technology—from AI to cloud accounting—offers new levers for efficiency and growth. This piece argues that offshoring, when done smartly and securely, can help Canadian CPA firms bridge the gap: enabling them to manage costs, retain talent, scale advisory services, and adopt tech more confidently in the coming years What’s Changing in the Canadian Accounting Landscape Canadian accounting firms aren’t just keeping up—they’re trying to get ahead. According to Xero’s “2025 State of the Industry Report,” 80% of Canadian accounting and bookkeeping (AB) firms are optimistic about future growth. Seventy-five percent have increased revenue, and 76% have seen profits rise. Xero Yet despite this optimism, several underlying pressures are intensifying:  Talent shortages & recruitment struggles. The Robert Half & other surveys report that firms are having a hard time recruiting qualified CPAs, especially for senior technical/advisory roles. BNN Bloomberg+1 Burnout & unsustainable workloads, especially during tax season. With fewer hands on decks, existing teams are stretched thin. Technology adoption gap. While cloud accounting is widely available (86% of practices use cloud software in 2025), it is applied in only about 59% of client engagements—showing a gap between having tools and using them effectively. Xero+1 Regulatory & compliance pressures. Firms must stay current with evolving tax rules, reporting standards, and data privacy laws—which adds effort, especially for smaller and mid-sized firms with limited staff Why Offshoring Isn’t Just an Option—it’s Becoming a Strategic Imperative Offshoring (or staff-leasing / virtual staffing) can address several of these pressures. Here’s how: Cost & Capacity Flexibility: Offshoring non-core or semi-core roles (administrative support, data analytics, financial reporting, second-tier review) helps firms scale their teams when demand spikes—tax season, client onboarding, year-end work—without the full fixed costs of onshore hires. Technology Enablement: Firms integrating offshored teams often find themselves forced to standardize processes, improve documentation, and adopt better collaboration tools. This often accelerates tech adoption because remote/virtual work highlights inefficiencies that on-site teams have been masking. Talent & Retention: Moving routine or repetitive tasks offshore frees up senior accountants for higher-value work (advisory, client strategy, business growth). That not only improves morale and retention but also positions the firm higher up in terms of service offerings and differentiation. Risk Mitigation: With proper governance, data security, and training, offshoring can be structured to comply with Canadian regulatory and privacy requirements—helping firms avoid the risks that come with overloading small in-house teams or improvising workflows under pressure. Common Objections & How to Address Them Of course, offshoring isn’t risk-free, and many firms have legitimate concerns. Here are some common ones—alongside ways to plan in order to mitigate them: Objection What Firms Often Fear How to Mitigate / Plan Ahead Loss of control /quality Fears that offshored staff won’t meet Canadian standards, misunderstand tax/reg compliance, have communication issues Use phased onboarding; ensure robust training; maintain oversight; use senior review; keep key client‐facing work domestic Data security & privacy concerns Canadian firms are regulated tightly and worried about cross-border data risk Ensure offshore partner adheres to strong security standards; use secure platforms; limit sensitive data exposure; ensure compliance with PIPEDA or other relevant Canadian privacy law Cultural & time-zone gaps Misunderstandings or lag in collaboration, especially with tight timelines Hire people who are familiar/capable with North American business culture; schedule overlapping work-hours; build communication rituals (standups, feedback loops) Regulatory compliance & licensing Especially for audit, reporting, advisory, certain work must be done by licensed CPAs in Canada Offshore more “supporting” roles; ensure final work reviewed locally; don’t offshore anything that violates professional or legal requirements What Leading Canadian Firms Could Do Now Here are practical steps firms can take now to explore offshoring (or expand their existing offshorestaffing) with confidence: Audit Your Workflow and Identify Bottlenecks Map out recurring periods of overload (tax season, year-end, audit cycles, etc.). Identify which tasks are high volume but low margin—or tasks that don’t require full CPA accreditation—and could be offshored or delegated. Pilot Small & MeasureStart with a small, well-defined offshore team (or even one role) handling non-core yet mission            -critical work. Track metrics: cost savings, turnaround times, error rates, employee satisfaction /perceived relief. Invest in Tech & DocumentationThe success of remote or offshore teams depends heavily on clarity: documented workflows, strong communication tools, secure systems. The firms that lag here tend to struggle even if they hire more people. Build Governance & Compliance Protocols Ensure you have policies for data security, client confidentiality, and regulatory review. Train offshore staff on Canadian tax rules, privacy laws, and firm culture. Maintain local oversightespecially on high-risk deliverables. Position Advisory & Value-Based Services Use the efficiencies gained via offshoring to free up internal capacity. Shift firm offerings towardadvisory, forecasting, business planning—value-based services that clients increasingly expect. These have higher margins and help future-proof the firm. The Bottom Line & GSC’s Role Canadian CPA firms are entering a mature phase: clients expect more than compliance—they expect insights, strategy, and agility. With costs rising and recruitment increasingly tough, offshoring isn’t just a fallback—it can be a strategic enabler when executed wisely. Global Staff Connections has observed that when offshored roles are chosen carefully and integrated with strong oversight, firms can both reduce cost pressures and unlock time for higher-value work. For practices willing to pilot this shift, the potential gains include better margins, happier senior staff, and more resilient service delivery. Sources Xero (2025). Canada State of the Industry Report. Xero KPMG Canada (2024). AI in Financial Reporting. KPMG National surveys (Robert Half, CPA Ontario) – on talent shortages. BNN Bloomberg+1 CPA/Accounting-sector reports on cloud adoption, advisory services growing in prevalence. Fintech.ca+1

Industry Insight EOFY Is Over, What’s Next? Offshoring Strategies for a Smooth New Fiscal Year Executive Summary With the Australian financial year ending on 30 June, firms emerge from the annual compliance rush only to face new planning and resource challenges. This insight explores how accounting practices can leverage offshoring strategies to maintain momentum, manage talent shortages, and position themselves for a stronger year ahead. Drawing on data from CPA Australia, Deloitte, and the Australian Financial Review, it provides practical steps for integrating offshore teams to reduce burnout and improve profitability Post-EOFY Reality: Relief Meets New Demands The close of the Australian financial year brings temporary relief, but July signals the start of fresh obligations: advisory work, new client onboarding, and strategic planning for the next 12 months. According to CPA Australia’s 2024 Firm Survey, 68% of public practice firms report ongoing difficulty recruiting qualified accountants, while client expectations for year-round advisory services continue to rise Why Offshoring Belongs in the New-Year Playbook Forward-thinking firms are no longer viewing offshoring as a stopgap but as an integral part of their annual staffing strategy. Deloitte’s 2024 Global Shared Services and Outsourcing report shows over 55% of Australian mid-tier accounting firms now offshore routine compliance and bookkeeping tasks. Benefits include: Seasonal Flexibility: Scale teams up or down based on quarterly workloads. Cost Efficiency: Offshore staff can reduce operating expenses by 30–40% while maintaining quality. Advisory Focus: Local teams can devote more time to higher-value consulting and client relationships. Reducing Burnout and Retaining Talent Burnout after EOFY is a persistent issue. A 2024 Australian Financial Review feature reported that firms adopting offshore support experienced a 25% decrease in post-June turnover among senior staff. By redistributing compliance wor1. Review the Past Year’s Workflows: Identify bottlenecks and tasks suitable for offshore delegation. Action Steps for a Smooth New Fiscal Year Review the Past Year’s Workflows: Identify bottlenecks and tasks suitable for offshore delegation. Select the Right Partner: Prioritize providers experienced in Australian tax law and data security. Start Integration Early: Onboard offshore staff in Q1 to ensure a seamless transition for peak BAS and quarterly reporting periods. The Bottom Line The end of the financial year isn’t an end at all—it’s the beginning of new opportunities and challenges. Strategic offshoring helps Australian accounting firms maintain momentum, ease talent pressures, and deliver consistent value to clients throughout the year. Global Staff Connections After the rush of EOFY, accounting firms that adapt their workforce strategy are best positioned for steady growth. Thoughtfully managed offshore staffing can ease burnout and protect margins throughout the year. Global Staff Connections provides guidance for firms ready to explore that path. Sources CPA Australia (2024). Public Practice Survey. Deloitte (2024). Global Shared Services and Outsourcing Report Australian Financial Review (2024). Talent Pressures in Accounting: Post-EOFY Insights.

Industry Insight 2026 Tax-Season Talent Planning: How Offshore Teams Prevent Burnout Executive Summary Accounting firms are bracing for a heavier 2026 tax season amid persistent talent shortages and rising client demands. This white paper shows how integrating offshore teams now can prevent burnout, protect retention, and sustain productivity. Drawing on recent research from the IRS, AICPA, Deloitte, and the Journal of Accountancy, it highlights actionable steps—from early talent planning to secure offshore partnerships—that enable firms to meet deadlines and stay competitive without overworking their staff. The Pressure Is Mounting Each year, U.S. accounting firms face a familiar crunch: a flood of client demands during tax season. The 2026 filing year is projected to bring even heavier workloads, with the IRS estimating a 5–7% rise in business filings compared to 2025 (IRS Projections, 2024). Yet according to the AICPA’s 2023 Talent Survey, nearly 75% of firms report difficulty recruiting experienced accountants, a shortage that shows no signs of easing. The result? Long hours, escalating stress, and burnout that drives attrition when firms can least afford it. Why Offshore Teams Are Part of the Solution Forward-thinking firms are addressing the talent gap by integrating offshore accounting teams well before tax season hits. Rather than a last-minute scramble, this strategy provides year-round support that can be scaled up during peak demand.According to a 2024 Deloitte Global Outsourcing Survey, 59% of accounting and finance leaders now use offshore professionals for core functions, citing cost efficiency, access to skilled labor, and faster turnaround times as primary benefits. Key advantages include: 24/7 Workflow: Time-zone differences mean returns and reconciliations can progress overnight.  Specialized Expertise: Offshore staff trained in U.S. and Australian standards can handle complex tasks, freeing senior CPAs for advisory work. Flexible Scaling: Teams can expand during tax season and contract afterward, avoiding the expense of year-round hires. Preventing Burnout and Attrition Research by the Journal of Accountancy (2024) highlights that firms leveraging offshore teams during tax season reported a 30% reduction in employee overtime hours and a measurable improvement in retention rates. Lower overtime not only protects mental health but also sustains productivity when accuracy is non-negotiable. With burnout identified by the AICPA as a leading cause of mid-career departures, strategic offshore staffing is no longer just an efficiency play — it’s a critical element of talent retention. Action Steps for 2026 To prepare effectively for the upcoming tax season, firms should: Begin Talent Planning Now: Identify recurring workload spikes and the roles best suited for offshore support. Choose a Qualified Partner: Look for providers with proven expertise in U.S. tax compliance and secure data-handling practices. Integrate Early: Onboard offshore staff months before filing deadlines to ensure smooth collaboration and knowledge transfer. The Bottom Line The 2026 tax season will test the limits of already strained accounting teams. Offshore talent provides a sustainable way to meet client demands, reduce burnout, and retain top performers. Firms that act early will not only survive peak season—they’ll create a competitive advantage in the war for accounting talent. Global Staff Connections Maintaining client service levels while controlling labor costs is a constant challenge for U.S.accounting practices. Carefully managed offshore staffing offers a way to meet that challenge and reduce burnout. Global Staff Connections supports firms in implementing these solutions with a focus on smooth collaboration and data security. Sources IRS (2024). Projections for Business and Individual Tax Filings, 2026.  AICPA (2023). CPA Firm Talent Survey. Deloitte (2024). Global Outsourcing Survey. Journal of Accountancy (2024). Managing Burnout in Public Accounting.