Freelandt Caldwell Reilly, LLP

Ontario Employment Law Changes: Are You Ready for 2026?

Freelandt Caldwell Reilly LLP — Mon, 02 Mar 2026 11:00:00 +0000

ARTICLE | March 02, 2026

Starting January 1, 2026, Ontario introduced new job posting requirements under the Employment Standards Act (ESA) that affect how many employers hire talent. These changes are now in force and apply to public job ads where you have 25 or more employees on the day the job is posted. According to Tori Vance, "these Ontario employment law changes have real implications for how you attract and hire people. Non-compliance carries real reputational and legal risk."

Ontario's New Job Posting Requirements (Effective January 1, 2026)

Here is a breakdown of each new Ontario job posting requirement and what it means for your organization.

1. Salary Transparency in Ontario Job Postings

Every public job ad must include the expected pay or a salary range for the role. If you provide a range, it cannot exceed $50,000 in spread. This pay transparency requirement helps candidates understand compensation upfront. As a result, it supports fairer and more informed hiring conversations from the start.

2. No Canadian Experience Requirement in Job Postings

You can no longer require "Canadian experience" in job postings or application forms. This change removes a long-standing barrier for internationally trained candidates. In addition, it broadens your available talent pool and creates a fairer path into the workforce for newcomers to Canada.

3. AI Disclosure Requirements for Ontario Employers

If you use artificial intelligence tools in hiring, including resume screening software or candidate assessment platforms, your job posting must clearly disclose this. This AI disclosure requirement ensures candidates know when technology is evaluating their application instead of a person.

4. Vacancy Status Disclosure in Ontario Job Ads

In addition, each posting must indicate whether it is for an existing, open vacancy. This gives candidates clearer insight into the intent of the posting. It also helps set realistic expectations about the hiring timeline.

5. Post-Interview Notification Requirement Under Ontario's ESA

If you interview a candidate, you must notify them of the outcome within 45 days. If multiple interview rounds were conducted, the 45 days starts from the final interview. This post-interview notification requirement improves the candidate experience. It also addresses a common frustration among job seekers who never hear back after investing time in the process.

6. Job Posting Record-Keeping Requirements for Ontario Employers

Finally, you must keep copies of all public job postings and related application materials for at least three years after the posting is removed. Building a simple record-keeping process now will make ongoing ESA compliance much easier.

What Ontario's New Hiring Rules Mean for Your Business

Together, these Ontario ESA updates reflect a broader shift toward transparent and equitable hiring across the province. For employers in Sudbury and across Northern Ontario, this means reviewing and updating your job posting templates, recruitment processes, and candidate communication practices now, not later. Staying current with Ontario employment law changes is not just about avoiding penalties. It is about building a workplace where people feel treated with fairness and respect. That reputation is a real advantage in today's competitive labour market, where candidates pay close attention to how organizations operate. The good news is that you do not have to figure this out on your own. The HR team at FCR Paradigm works with employers across Sudbury and Northern Ontario to review policies, update documentation, and build people practices that are compliant and built for the long term. If you are unsure where to start, or want a second set of eyes on your current hiring practices and ESA compliance, reach out to our team today. We are here to help you get it right.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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How Ontario’s “One Project, One Process” Framework Is Unlocking Growth for Northern Ontario Businesses

Freelandt Caldwell Reilly LLP — Fri, 27 Feb 2026 11:00:00 +0000

ARTICLE | February 27, 2026

Last week, Ontario's Ministry of Energy and Mines accepted an additional mining project under the province's new "One Project, One Process" (1P1P) framework, designed to accelerate the mining permitting process. This latest designation signals growing momentum for mining-led economic development in Northern Ontario.As more mining projects are accepted under 1P1P, the implications extend well beyond the mine itself. Accelerated and more predictable project timelines for mine operations can strengthen regional supply chains and create meaningful opportunities for local businesses to expand their operations. In turn, local businesses are better positioned to pursue provincial and federal funding opportunities that support business growth, market expansion, workforce development, and long-term competitiveness.

What Is the "One Project, One Process" (1P1P) Framework?

In October 2025, the Province of Ontario launched the "One Project, One Process" (1P1P) framework to modernize and streamline the mining permitting process for designated projects, in response to the Protect Ontario by Unleashing the Economy Act (Bill 5).The 1P1P framework seeks to reduce regulatory barriers for mining and critical infrastructure project proponents by addressing one of the sector's long-standing challenges: a fragmented permitting process. According to the Ontario Chambers of Commerce, under the traditional system, mine operators may be required to submit hundreds of permit applications across multiple federal and provincial ministries over the lifecycle of a single mine, with approval timelines up to 15 years in some cases.

What This Means for Northern Ontario Businesses

When environmental stewardship, Indigenous consultation, and other environmental, social, and governance requirements remain at the forefront for mine operators, more predictable and coordinated permitting timelines increase the likelihood that projects move from exploration to active development. This progression, in turn, supports local businesses, as each phase generates demand for goods and services such as engineering, construction, environmental monitoring, ground support, logistics, equipment supply, camp services, and professional support.This is particularly impactful for Northern Ontario businesses, given that all projects designated under the 1P1P framework to date are located in the region. These include Frontier Lithium's PAK Lithium Project (accepted October 29, 2025), Canada Nickel's Crawford Project (accepted January 13, 2026), and the recently added Kinross Gold Corporation Great Bear Project (accepted February 17, 2026).As Maddie Lavergne notes, "as global demand for critical minerals such as lithium and nickel accelerates, driven by electric vehicles, energy storage, and the transition to a low-carbon, digital economy, Northern Ontario regions including the Sudbury Basin and the Ring of Fire are well positioned to support additional mining projects."

Opening the Door to Government Funding Opportunities

As mining projects advance under the 1P1P framework, Northern Ontario businesses have an opportunity to leverage this momentum to submit competitive applications for government incentives. Improved clarity around project timelines and development activity supports stronger funding applications by helping businesses demonstrate demand and align investments.These government incentives can take the form of provincial or federal non-repayable conditional contributions, repayable contributions such as loans, or tax credits, and may support equipment purchases, capital construction, leasehold improvements, wages, training, and research and innovation.

How FCR Can Support

Mining-led growth in Northern Ontario is accelerating, and whether this growth becomes an opportunity or a constraint will depend on how well businesses adapt.FCR advisors work with organizations across Sudbury, North Bay, Espanola, and Northern Ontario to support business growth by assessing eligibility for government funding and providing guidance throughout the application and reporting process.Early preparation positions Northern Ontario businesses to take full advantage of continued mining investment and available government incentive programs. Importantly, many government incentive programs are proactive, requiring businesses to apply for funding before costs are incurred.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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Espanola Mill Redevelopment: $10 Million Biocarbon Investment Signals Northern Ontario Economic Opportunity

Freelandt Caldwell Reilly LLP — Fri, 13 Feb 2026 11:00:00 +0000

ARTICLE | February 13, 2026

Nearly two years after Domtar idled the Espanola pulp and paper mill and eliminated approximately 450 jobs, the site is entering a new phase. In October 2025, BMI Group completed the acquisition of the former mill and relaunched it under a new name, Bioveld North Inc., bringing a long dormant industrial asset back into productive use.For the Espanola community and the broader Northern Ontario business environment, this industrial redevelopment signals renewed economic momentum and long-term opportunity.

From Closure to Opportunity: Strategic Industrial Redevelopment in Northern Ontario

According to Corey Houle, "the Espanola mill closure in 2023 was a major economic setback for the region. BMI's acquisition of the site represents a reversal of that trend, positioning the property as a future hub for energy and bioeconomy innovation".BMI has stated that its redevelopment strategy focuses on leveraging the site's existing infrastructure to attract new investment, support job creation, and enable sustainable economic growth across Northern Ontario. Rather than starting from scratch, the company is building on assets that already exist, a model that has proven effective at other former industrial sites across Canada.

A Site With Strategic Renewable Energy Value

The Espanola property spans more than 8,800 acres and includes significant hydroelectric infrastructure. As energy security and domestic generation continue to grow in importance across Canada, the site's ability to produce renewable power gives it strategic relevance beyond the local economy.The mill's hydroelectric dam remains operational and feeds electricity into Ontario's grid. Thirty one employees currently manage and maintain the facility, and BMI has confirmed these positions will be retained. Maintaining this skilled workforce ensures continuity of operations and preserves local expertise tied to renewable energy generation.The project has also cleared key regulatory milestones, having received approvals from both the Ontario Energy Board (OEB) and the Independent Electricity System Operator (IESO).

Community and Indigenous Partnership Economic Development

BMI has emphasized its commitment to working collaboratively with local and Indigenous communities, including Sagamok First Nation and Whitefish River First Nation. The goal is to ensure Northern Ontario redevelopment plans align with shared priorities and generate long term regional benefits.For municipalities, service providers, and regional businesses, these partnerships may lead to opportunities in workforce development, infrastructure projects, and supply chain participation as the site evolves.

Biocarbon Facility Advances With Major Capital Commitment

One of the most significant developments tied to Bioveld North is a proposed large scale biocarbon facility, being advanced in partnership with CHAR Technologies Ltd.In January 2026, CHAR Technologies announced that BMI committed CAD 10 million to support the engineering and design study for the Espanola biocarbon project. This funding moves the project from concept toward execution and reflects growing confidence in bioeconomy applications tied to forestry byproducts.

Biocarbon Production and Green Economy Impact

If developed, the facility is expected to produce up to 50,000 tonnes of biocarbon annually, roughly five times the output of previous CHAR facilities. The plant would use locally sourced wood waste and forestry residuals to produce low carbon biocarbon and synthetic gas. In later phases, that gas could be used on site or upgraded to renewable natural gas.

BMI Group's Track Record in Industrial Asset Repositioning

The Espanola mill redevelopment follows a pattern seen across BMI's national portfolio. The company has successfully repositioned former industrial properties into productive assets, including:

Industrial and multimodal logistics hubs such as Bioveld Niagara and Norderra
Transportation linked development sites such as Abitibi Connex and Willmarck Mackenzie
Urban redevelopment and mixed use projects such as the Fort Frances waterfront site
Regional economic catalysts such as the Prince Albert mill site in Saskatchewan

What This Means for Northern Ontario Businesses

The transformation of the Espanola mill has several implications for businesses operating across Northern Ontario:

Economic diversification as the site shifts from traditional pulp and paper toward energy and bioeconomy uses
Supply chain opportunities related to forestry residuals, transportation, engineering, and industrial services
Investment signals reflected by multi million dollar commitments at the planning stage
Employment potential as development progresses toward construction, operations, and long term maintenance

Northern Ontario Economic Development: Looking Ahead

With the biocarbon engineering and design study expected to conclude in early 2026, stakeholders should soon gain clearer insight into project timelines and scope. If development proceeds as planned, Bioveld North could become one of Northern Ontario's most impactful industrial redevelopment projects, offering a model for how legacy mill sites can be repurposed for the emerging green economy.For business owners, investors, and advisors in Espanola, Sault Ste. Marie, Sudbury, North Bay, and across Northern Ontario, these developments signal concrete opportunities. Understanding how regional growth patterns, labor demand, and capital flows will shift enables your business to position strategically rather than reactively.

Assess Your Business Readiness for Northern Ontario Growth

If you want to understand how upcoming investment could affect your business, and whether your financial, operational, and leadership structures are ready to scale, contact one of our FCR advisors.Our team works with businesses in Sudbury, North Bay, Espanola, Sault Ste. Marie and across Northern Ontario to assess readiness, strengthen foundations, and support confident decision-making for growth.Being prepared today is what positions your business to succeed tomorrow.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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North Bay Housing Construction Doubles 2024 Total and Surpasses the COVID-Era Boom

Freelandt Caldwell Reilly LLP — Wed, 04 Feb 2026 13:11:34 +0000

ARTICLE | February 04, 2026

What Could This Mean for Your Business?

The City of North Bay saw an impressive 242 housing units built in 2025, doubling the 2024 total and surpassing the COVID-era construction boom. According to Northern Ontario Business, residential construction accounted for $49,933,618 of the total $147,524,550 in construction values for 2025, a significant increase from $81,661,282 in 2024. The institutional sector represented the largest portion of activity, with a total value of $74,840,780. Early indicators for 2026 suggest this momentum will continue. The City of North Bay has stated its commitment to supporting housing development by allocating provincial and federal funding and working closely with developers and community partners to continue exceeding housing targets.

What Is Driving This Growth?

North Bay attributes the sharp increase in housing starts to programs such as Ottawa's Housing Accelerator Fund, along with other federal and provincial initiatives. One notable project includes a 100-unit apartment building supported through the City's Growth Community Improvement Plan, funded in part by the Housing Accelerator Fund and delivered in partnership with the District of Nipissing Social Services Administration Board. According to Ontario Construction News, North Bay was awarded $10.6 million through the fund in 2025. This growth is not limited to residential construction. Commercial construction increased from $10.6 million to $14.2 million, while industrial construction rose from $4.7 million to $7.8 million, reflecting broader economic momentum across multiple sectors.

Why This Matters Beyond Construction

Programs like these clearly demonstrate how targeted incentives can drive rapid development. However, understanding that funding exists is only part of the picture. The real challenge for businesses is knowing how to access these programs, how to stack incentives, and how to align projects with funding requirements. A strategic incentive review can help clarify eligibility, improve application strategy, and strengthen your overall financial position. At the same time, rapid growth can introduce pressure. According to Marc Boivin, "businesses that are not prepared for fast-moving market changes may experience cash flow strain, require new capital planning, or need tighter financial oversight to keep pace".

Growth Brings Opportunity, and New Pressures

Increased development often leads to higher demand for skilled labour, making workforce planning and retention more critical. As teams grow, businesses may also need more structured HR systems to manage compliance and reduce risk. Housing growth also drives longer-term economic shifts, including:

changes in land values
increased demand for servicing and infrastructure
pressure on supply chains
stronger links across sectors such as retail, professional services, and trades

With opportunities like this, clarity around where your business fits within the growth curve can make the difference between reacting to change and capitalizing on it.

Positioning Your Business for What Comes Next

If you want to understand how upcoming investment could affect your business, and whether your financial, operational, and leadership structures are ready to scale, speaking with an advisor can provide valuable perspective. FCR works with businesses in Sudbury, North Bay, Espanola, and across Northern Ontario to assess readiness, strengthen foundations, and support confident, informed decision-making. Being prepared today is what positions your business to succeed tomorrow.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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AI in the North: What Northern Ontario Businesses Need to Know Before Falling Behind

Freelandt Caldwell Reilly LLP — Mon, 12 Jan 2026 11:00:00 +0000

ARTICLE | January 12, 2026

While G7 countries are rolling out sophisticated AI frameworks and international partnerships, Canadian businesses are taking a cautious approach that risks leaving them behind global competitors. For Northern Ontario businesses, this hesitation could have real consequences for competitiveness and growth.Recent data from the Canadian Chamber of Commerce paints a concerning picture: AI adoption is growing, but it's on a slower path than our international peers. The problem isn't moving too fast. It's not moving fast enough.

The Reality Check

Canada's G7 partners recently concluded talks in Montreal with new commitments to help small and medium-sized businesses deploy artificial intelligence responsibly and at scale. They launched an SME AI Adoption Blueprint and companion toolkit specifically designed to help firms like yours get started. Meanwhile, most Canadian businesses, especially smaller ones, have taken no action at all.This wait-and-see approach might feel prudent, but it's risky. AI adoption is becoming a skills story. The gap is widening between companies that are building AI capabilities and those that aren't. Advanced AI use is concentrating in knowledge-intensive sectors like professional services and finance, but practical applications exist for every industry, from manufacturing to construction to retail.

What This Means for Northern Ontario

Northern Ontario businesses face unique challenges: distance from major markets, smaller talent pools, and industries built on physical operations rather than digital services. These realities make AI adoption feel distant or irrelevant. But the opposite is true.According to Joel Humphrey, "AI tools can help bridge geographic gaps. They can automate repetitive tasks that are hard to staff in smaller markets. They can provide data insights that help you compete with larger companies. And they're becoming more accessible and affordable every month".The businesses using AI aren't cutting jobs; they're retooling workflows and training staff. High-AI sectors are still hiring, including entry-level positions. The transition looks manageable for companies that start now, but the longer you wait, the steeper the learning curve becomes.

Starting Points for Northern Ontario Businesses

You don't need to overhaul your entire operation. Start with areas where AI can deliver immediate value:Financial Operations: AI-powered bookkeeping tools can categorize transactions, flag anomalies, and generate reports automatically. This frees your team to focus on analysis and planning rather than data entry.Customer Service: Chatbots and automated response systems can handle routine inquiries, especially valuable if you serve customers across time zones or have limited front-line staff.Inventory and Supply Chain: AI can optimize ordering patterns, predict demand fluctuations, and identify cost savings in your supply chain, critical advantages in industries with tight margins.Workforce Planning: AI tools can help with scheduling, identify training needs, and support recruitment by screening applications faster and more consistently.

The Competitiveness Question

Trade uncertainty and economic headwinds are making business planning harder. Many Northern Ontario companies are in defensive mode, postponing investments and waiting for clarity. But competitiveness depends on skills, investment, and the ability to adapt before external pressures force your hand.Your competitors, in Southern Ontario and beyond, are moving forward. International competitors backed by government AI initiatives are moving even faster. The question isn't whether AI will reshape your industry. It's whether you'll be ready when it does.

Where to Begin

Canada's new SME AI Toolkit provides practical resources to help firms adopt AI responsibly. Start there. Talk to your accountant or business advisor about where AI could improve efficiency in your operations. Look at what software providers in your industry are offering. Most importantly, start building knowledge within your team now.The businesses that thrive in 2026 and beyond will be those that treat AI adoption as an ongoing process, not a one-time decision. They'll invest in training, experiment with tools, and build capabilities gradually. They won't wait for perfect conditions or complete certainty.Northern Ontario has always been home to resilient, innovative businesses. The AI transition is your opportunity to prove it again.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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Virtual CFO Services: How Small Businesses Drive Smarter Financial Decisions in 2025

Freelandt Caldwell Reilly LLP — Sat, 20 Dec 2025 11:00:00 +0000

ARTICLE | December 20, 2025

The financial landscape for small and mid-sized businesses has shifted dramatically. As we move through 2025, business owners face unprecedented complexity: rapid technological advancement, economic uncertainty, and increasing competitive pressures. For many entrepreneurs generating over $1 million in revenue, managing financial complexity without executive-level financial leadership has become nearly impossible. Yet hiring a full-time Chief Financial Officer remains out of reach for most small businesses. The significant investment required for a traditional CFO, including salary, benefits, and overhead, is more than many growing companies can justify. This is where virtual CFO services are revolutionizing financial leadership for small businesses, providing strategic financial planning and guidance on a flexible basis at a fraction of the cost.

Why Strategic Financial Leadership Matters in 2025

Traditional accounting focuses on historical reporting and regulatory compliance. While essential, these functions are only the foundation of effective small business financial management. Today's businesses need forward-looking strategic guidance that transforms financial data into actionable insights for better decision-making. Virtual CFOs bridge this gap with expertise in cash flow forecasting, scenario planning, risk management for small business, and strategic decision support. According to the Business Talent Group, demand for interim CFO services has surged 103% in recent years, reflecting a fundamental shift toward viewing financial leadership as a strategic imperative for sustainable business growth.

How Virtual CFO Services Support Smarter Financial Management

Data-Driven Decision-Making

Virtual CFO services leverage advanced data analytics and cloud-based accounting platforms to deliver real-time financial reporting that illuminates business performance drivers. Studies show businesses engaging fractional CFO services experience a 20% improvement in decision-making efficiency.

Proactive Cash Flow Management

Outsourced CFO services implement sophisticated cash flow optimization systems that monitor patterns, identify potential shortfalls before they become critical, and optimize working capital management. This gives business owners confidence to pursue expansion while ensuring resources support growth and operations.

Strategic Planning for Uncertain Markets

Rather than single forecasts, virtual CFOs develop flexible financial planning for small businesses that accounts for various economic scenarios. This approach encompasses revenue diversification strategies, cost management, risk mitigation, and strategic investments for long-term success.

Technology and Digital Financial Transformation

Virtual CFOs guide businesses through the financial technology landscape, evaluating which digital transformation tools align with specific needs and overseeing implementation. Their expertise helps integrate AI-powered financial forecasting, cloud accounting for SMBs, and automation technologies that enhance competitive advantage.

Access to Funding and Growth Capital

Fractional CFO services prepare comprehensive financial documentation, create compelling forecasts, and negotiate with lenders or investors. Their established networks often provide businesses with access to growth capital and funding sources they would not otherwise discover.

Executive-Level Financial Expertise Without the Full-Time Cost

Virtual CFO services offer executive-level financial expertise at a fraction of the cost of a full-time hire, making them affordable CFO services for small business. This cost-effective CFO solution allows businesses to allocate resources strategically while maintaining access to sophisticated financial guidance and strategic business planning. Fractional CFO arrangements also provide flexibility, with businesses increasing involvement during rapid growth or transitions, then scaling back during steadier periods.

Choosing the Right Virtual CFO Partner

When evaluating virtual CFO services for small businesses, the right partnership can mean the difference between simply managing finances and driving strategic growth. At Freelandt Caldwell Reilly LLP, we've served Northern Ontario businesses for over three decades, bringing comprehensive capabilities and an entrepreneurial mindset to our virtual CFO engagements.

Comprehensive In-House Expertise

Unlike firms that outsource specialized services, FCR offers complete financial leadership under one roof. Our team includes Chartered Professional Accountants, Chartered Business Valuators, Tax and Assurance Specialists, Business Advisors, IT Experts, and Certified Bookkeepers. This means your virtual CFO has immediate access to deep expertise across every financial discipline, from financial analysis and reporting to business funding strategies.

Industry-Specific Knowledge

Our CFO services for small business draw on extensive experience with mining and manufacturing operations, construction and real estate ventures, healthcare practices, First Nations organizations, and not-for-profit entities. We understand the regulatory requirements, cash flow patterns, and growth strategies specific to your industry and region throughout Northern Ontario.

Technology Leadership

FCR pioneered cloud-based accounting in Northern Ontario through our FCR Engage platform and FCRevolve automation technologies. Our virtual CFOs leverage AI-powered forecasting, advanced analytics, and real-time financial reporting to provide data-driven financial insights that drive smarter decisions and guide implementation to maximize every capability.

Entrepreneurial Partnership

Founded by entrepreneurs for entrepreneurs, FCR understands the growth ambitions and risk considerations that drive business decisions. Our virtual CFOs function as strategic partners in your business growth strategies, challenging conventional approaches when better solutions exist and proactively identifying opportunities others might miss.

Regional Market Understanding

Three decades of serving Northern Ontario businesses has given us deep insight into local economic conditions, funding sources, and market dynamics. Our virtual CFOs bring established relationships with regional lenders and investors that can accelerate your access to growth capital and financial resources.

Financial Clarity and Sustainable Growth in 2025

The transformational impact of virtual CFO services extends beyond improved metrics to provide business owners with financial clarity and peace of mind. When entrepreneurs have confidence in their financial position and clear plans for navigating challenges, they can focus on building great products, serving customers, and driving innovation. As emerging technologies like artificial intelligence and machine learning enhance forecasting accuracy and automate routine processes, virtual CFOs who stay at the forefront of financial technology trends will provide increasing value, helping small businesses leverage innovation to compete effectively in 2025 and beyond. For small and mid-sized businesses generating significant revenue but lacking financial clarity, now is the ideal time to explore virtual CFO services. Virtual CFOs provide strategic financial leadership that drives smarter decisions, sustainable growth, and long-term success without the overhead of a full-time executive. Businesses that embrace fractional CFO services position themselves to thrive with the financial clarity and strategic guidance that separates successful companies from those that merely survive.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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The End of an Era: What Happens to CPA Education When the CFE Is Phased Out

Freelandt Caldwell Reilly LLP — Wed, 10 Dec 2025 11:00:00 +0000

ARTICLE | December 10, 2025

After years of aspiring CPAs writing the intensive three-day Common Final Examination, that familiar rite of passage is coming to an end. The CFE will hold its last sittings in September 2028, making way for an entirely reimagined approach to CPA certification.The phase-out represents a fundamental shift in how Canada's accounting bodies think about professional education. The new CPA Professional Program, launching with its first modules in May 2027, introduces a modular structure with progressive assessments, eliminates traditional university program accreditation, and refocuses educational priorities around skills development rather than pure technical knowledge.

The New CPA Professional Program: Key Changes

The current system of accrediting specific undergraduate programs is being discontinued. Instead, institutions offering accounting majors will be encouraged to align their curricula with seven recommended core accounting courses plus eight additional business-related courses. Students without an accounting major can enter the professional program by completing a knowledge assessment.The new program breaks the professional education journey into four distinct phases:Foundational Development: Establishes core competencies and a common baseline across all candidates.CPA Core (Common or Licensure): The Common pathway provides technical knowledge for most accounting roles, while the Licensure pathway is designed for those practicing in areas requiring public protection, such as auditing public corporations. The Licensure stream includes more complex corporate tax planning topics.CPA Leadership: Emphasizes leadership, communication, and strategic thinking.CPA Professional Readiness: A one-week in-residence program occurring after candidates complete their practical experience requirements.Rather than a single three-day exam, candidates face assessments tied to completion of each module. These assessments will be offered three times per year, providing additional flexibility and creating progressive evaluation where candidates continuously demonstrate competency.

Tax Education Under the New Framework

Post-secondary institutions will be guided toward offering just one tax course as part of the seven core accounting courses - a potential reduction from many institutions where two tax courses are currently common. The content will cover fundamental concepts of Canadian taxation, but the pedagogical emphasis is shifting significantly toward skills development: research capabilities, decision-making competencies, and communication skills rather than memorization of specific technical tax rules.The shift to a one-course recommendation creates both risks and opportunities. Some institutions may reduce their offerings to align with the minimum recommended curriculum, raising concerns about the depth of tax knowledge students bring into the professional program. However, the framework explicitly encourages institutions to offer additional tax electives, allowing progressive schools to differentiate their programs.The CPA Core Common module includes enhanced tax elements compared to the current program, meaning non-licensure candidates will encounter somewhat more tax content than under the existing system. For candidates pursuing the Licensure pathway, tax content becomes more substantial, covering corporate reorganizations, tax-effective business structures, cross-border considerations, and sophisticated tax minimization strategies.

What This Means for Stakeholders

Current CPA Candidates: If your timeline puts you at risk of writing after September 2028, carefully evaluate your options. Consult with your provincial body, mentors, and employers to make informed decisions.Prospective Students: When evaluating universities, look beyond marketing materials. For those interested in tax, the availability of tax electives beyond the single required course becomes crucial. The new framework's flexibility means institutional offerings may diverge significantly.Employers: Your workforce will include CPAs educated under different systems. You'll need to distinguish between those who completed the licensure pathway with enhanced technical content and those who pursued the common pathway. Recruitment strategies may need adjustment - probe more deeply into what courses candidates took and what assessment pathway they followed.

The Path Forward

The new CPA Professional Program flows directly from Competency Map 2.0, reflecting the profession's shift toward skills-based education. While technical knowledge remains essential, the emphasis is on capabilities like analytical thinking, professional judgment, and adaptability - skills that matter most as automation handles routine tasks and business complexity increases."The most significant concern for tax-focused professionals is the potential reduction in undergraduate tax course requirements" Tyler Fragomeni states. This places greater responsibility on individual candidates to proactively seek tax education opportunities beyond minimum requirements through electives, mentorship, and continuing professional development.However, the modular structure provides flexibility that many candidates will find advantageous, and the skills-based emphasis creates better alignment between what candidates learn and what they'll need in practice.The end of the CFE signals the profession's embrace of a more flexible, skills-focused, and practice-aligned approach to developing competent accounting professionals. Those who understand and adapt to these changes will be best positioned to thrive in the future of Canadian accounting.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

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5 bold moves to quickly turn strategy into results when growth stalls

RSM Canada LLP — Mon, 29 Sep 2025 14:00:00 +0000

Article | September 29, 2025

Growth-oriented businesses aren’t short on ambition. They’re launching new services, testing artificial intelligence and exploring acquisitions. But still, growth often stalls. The problem isn’t strategy. It’s execution.

Bold plans often meet operational friction, siloed systems and misaligned customer experiences. The results are missed targets, fading momentum and leadership teams wondering what went wrong. Sustaining growth requires smarter moves, not just bigger ones. Here are five practical ways to reignite stalled growth and turn strategy into results.

Turn acquisitions into acceleration

Acquisitions can be a powerful growth lever, but only if you integrate effectively. Often, organizations grow fast on paper but slow down in practice with disconnected customer systems, inconsistent data and misaligned go-to-market teams. True growth comes after the deal closes. Harmonize your front-office operations, unify customer data, streamline sales tools and create consistent account structures. Integration unlocks revenue.

Tip: EBITDA-enhancing synergies often live in the front office. Focus your integration efforts there.

Use AI to grow smarter, not just cheaper

Yes, AI can reduce costs. But for growth-focused organizations, its real power lies in accelerating top-line performance. Forward-looking businesses are using AI to shorten sales cycles, personalize outreach and arm their teams with just-in-time buyer insights. AI-powered lead scoring and content targeting can cut sales cycles in half. That type of efficiency builds deal velocity and revenue momentum. Unlock AI from your back-office functions and apply it to the revenue engine as part of your front-office transformation.

Quick win: Use AI to prioritize leads or improve cross-sell recommendations.

Go beyond firmographics and demographics

You may know your customers’ industry, size, location, income level, educational level and occupation, but do you know what they care about? When growth slows, product-centric messaging won’t cut it. To sell effectively, you need persona-level insight. What motivates them? What challenges do they face? What outcomes are they buying? Buyers are people, not just job titles or households. Humanizing your customer strategy helps you break through the noise of the competition.

Reality check: You don’t need more data. You need a better interpretation of the data you already have.

Make the experience match the promise

Growth doesn’t stop after the deal closes. A poor handoff between sales and service can undo months of pipeline work. The entire customer journey must feel cohesive. That requires cross-functional alignment with marketing, sales, delivery and customer relations all rowing in the same direction. It doesn’t have to be complicated. A digital-first sales strategy with AI-driven chatbots can fail because customers may just want to text their rep. Simple often wins.

Rule of thumb: If your customer experience feels fragmented internally, it will feel fragmented externally.

Double down on your most valuable customers

Every customer matters, but not every customer is equally valuable. The cost of acquisition is rarely calculated well. When companies identify their highest lifetime value segments, they see a lift by focusing resources there. Tailored experiences, strategic upsells or dedicated service tiers deepen loyalty, increase wallet share and drive sustainable growth.

Action step: Audit the top 20% of your most profitable customers. What do they have in common? How can you serve them better? And how can you attract more of them?

The takeaway

Bridge the gap between bold strategies and real results. Growth isn’t out of reach. It is just on the other side of smarter execution. Please connect with your advisor if you have any questions about this article.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

This article was written by Lucas Tasa and originally appeared on 2025-09-29. Reprinted with permission from RSM Canada LLP.
© 2024 RSM Canada LLP. All rights reserved. https://rsmcanada.com/insights/services/business-strategy-operations/turn-strategy-into-results-when-growth-stalls.html

RSM Canada LLP is a limited liability partnership that provides public accounting services and is the Canadian member firm of RSM International, a global network of independent assurance, tax and consulting firms. RSM Canada Consulting LP is a limited partnership that provides consulting services and is an affiliate of RSM US LLP, a member firm of RSM International. The member firms of RSM International collaborate to provide services to global clients but are separate and distinct legal entities that cannot obligate each other. Each member firm is responsible only for its own acts and omissions, and not those of any other party. Visit rsmcanada.com/about for more information regarding RSM Canada and RSM International.

The post 5 bold moves to quickly turn strategy into results when growth stalls appeared first on Freelandt Caldwell Reilly, LLP.

Why internal audit remains a strategic asset

RSM Canada LLP — Tue, 02 Sep 2025 14:00:00 +0000

ARTICLE | August 14, 2025

In today’s dynamic business environment, internal audit continues to evolve as a critical function that supports organizational resilience, transparency and growth. As companies face increasing complexity—ranging from digital transformation and cybersecurity threats to emerging AI governance risk and regulatory scrutiny—the value of internal audit has never been more apparent. Internal audit should no longer be viewed just as a compliance mechanism, but as a strategic partner that helps companies move forward with clarity and confidence.

Redefining the role of internal audit

Historically associated with financial controls and compliance, internal audit has expanded its scope significantly. Now it plays a central role in:

Reducing uncertainty

by identifying and assessing emerging risks across the enterprise

Enhancing operational efficiency

through process improvement and automation insights

Evaluating resilience capabilities

to ensure the organization can manage unforeseen challenges

Strengthening cybersecurity

by evaluating controls, testing resilience and advising on governance

This broader scope reflects a shift in expectations. Internal audit is now expected to deliver not only assurance, but also insight and foresight.

A profession fueled by purpose

Internal audit professionals are driven by a shared purpose: to help organizations operate more effectively and ethically. The work is inherently cross-functional, offering exposure to every part of the business—from finance and operations to information technology and human resources. This diversity of experience fosters a deep understanding of how organizations function and where they can improve. It also cultivates a mindset of curiosity, adaptability and continual learning—qualities that are essential in today’s risk landscape.

Delivering value through strategic partnership

Internal audit teams are increasingly embedded in strategic initiatives, providing real-time input on risk, controls and governance. Their work supports leadership in:

Making informed decisions with greater confidence
Aligning risk management with business objectives
Enhancing accountability and transparency across the organization

By maintaining independence while building strong relationships with stakeholders, internal audit serves as a trusted advisor—one that brings both objectivity and business acumen to the table.

Innovation in practice

Technology is reshaping how internal audit operates. Leading teams are leveraging:

Advanced analytics to identify trends, anomalies and root causes
Artificial intelligence and automation to streamline testing and increase audit coverage
Continual auditing to provide ongoing assurance and reduce lag time between risk identification and response

These innovations enable internal audit to be more agile, responsive and impactful—delivering insights that are both timely and actionable.

The takeaway

As organizations continue to adapt to new challenges, internal audit will remain a vital source of stability and insight. Its ability to connect the dots across functions, anticipate risk and support strategic execution makes it indispensable both now and in the future.

Please connect with your advisor if you have any questions about this article.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

This article was written by Shawn Dahl, Sophie Tomeo and originally appeared on 2025-08-14. Reprinted with permission from RSM Canada LLP.
© 2024 RSM Canada LLP. All rights reserved. https://rsmcanada.com/insights/services/risk-fraud-cybersecurity/why-internal-audit-remains-a-strategic-asset.html

The post Why internal audit remains a strategic asset appeared first on Freelandt Caldwell Reilly, LLP.

What leaders get wrong about change—and how to fix it

RSM Canada LLP — Sun, 17 Aug 2025 14:00:00 +0000

ARTICLE | August 17, 2025

In any transformation effort, sustaining employee engagement is one of the most persistent challenges leaders face. Whether you're rolling out a new system, restructuring teams or shifting strategic direction, the human side of change can make or break the outcome. Three leadership behaviours consistently drive stronger engagement: clarity, consistency and recognition. These aren’t just communication tactics. They are strategic levers that help organizations navigate uncertainty and build trust.

Clarity is the antidote to resistance

When people resist change, it’s often because they don’t understand what’s happening or why. Ambiguity creates space for fear, speculation and disengagement. That’s why clarity is so powerful. It cuts through the noise and gives people something to hold onto. Simplicity in today's digital age is critical for successful communications. Every message should be clear, direct and aligned. In such cases, engagement will improve, and teams will feel more connected to the change.

Consistency builds confidence

Research shows that people need to hear a message multiple times before it truly resonates. Consistency isn’t just about repetition. It is about reinforcing the same message across different channels, from different leaders and at different moments in the journey. It’s about making the message a habit. Leaders should establish a cadence for communication and stick to it. Showing up regularly builds credibility. It signals that leadership is present, engaged and committed to the change.

Recognition sustains momentum

People often work long hours, juggling competing priorities and navigating uncertainty. Recognition—formal and informal—plays a critical role in keeping people motivated. Too often, recognition is saved for the end of a project. But celebrating small wins along the way is just as important. Whether it’s a shoutout in a team meeting, a peer-nominated award or a simple thank-you note, recognition reinforces that people’s efforts matter. And it shouldn’t just come from leaders. Peer-to-peer recognition can be just as powerful. When employees see their colleagues going the extra mile—and take the time to acknowledge the effort—it creates a culture of appreciation that fuels a culture of engagement.

Practical steps for leaders

To embed clarity, consistency and recognition into your change strategy, consider these concrete actions:

1. Embed clarity into every communication

Define core messages early and align leadership on the why, what and how of the change.
Use plain language tailored to different audiences.
Create a central source of truth with up-to-date information.

2. Build consistency into your leadership rhythm

Establish a regular communication cadence across multiple channels.
Cascade aligned messages through all levels using toolkits and talking points.
Model the message—leaders should embody the change in their actions.

3. Make recognition a strategic lever

Recognize behaviours, not just outcomes. Acknowledge adaptability, collaboration and resilience.
Incorporate recognition into routines. Start meetings with a “recognition moment.”
Tie recognition to values. Reinforce behaviours that align with your culture and goals.

4. Sustain engagement through transparency and feedback

Invite feedback. Create safe spaces for employees to share concerns or ideas.
Close the loop. When feedback leads to action, communicate that back.
Monitor engagement metrics using surveys, attrition data or participation rates.

5. Plan for the long haul

Don’t stop communicating after you go live. Change fatigue often sets in post-launch.
Reinforce the goal regularly, especially when challenges arise.
Invest in leadership development. Equip leaders to lead through ambiguity and inspire others.

Leading with intention

Change isn’t just a process. It is a journey. Leaders are responsible for guiding people through change with intention. By leading with clarity, showing up with consistency and recognizing the effort along the way, leaders can build engagement that lasts. Please connect with your advisor if you have any questions about this article.

Let's Talk!

Call us at 1 855 363 3526 or fill out the form below and we'll contact you to discuss your specific situation.

Source: RSM Canada LLP.
Reprinted with permission from RSM Canada LLP.
© 2024 RSM Canada LLP. All rights reserved. https://rsmcanada.com/insights/services/business-strategy-operations/what-leaders-get-wrong-about-change-and-how-to-fix-it.html

The post What leaders get wrong about change—and how to fix it appeared first on Freelandt Caldwell Reilly, LLP.