By Richard Lynch, CPA, Managing Principal, Sikich.
The accounting profession has been at the center of debate for years. From one perspective, the industry has experienced a steep decline in the number of individuals entering the profession, driven by outdated stereotypes, costly education requirements, and the time-intensive path to certification. Conversely, some leaders downplay the concern, believing technology will ultimately fill workforce gaps, while others focus on bridging the shortage through increased recruiting efforts and automation.
This logic, however, is flawed. A business environment with fewer Certified Public Accountants (CPAs) places added strain on compliance and audit requirements, limits the profession’s ability to support economic growth, and may even slow the adoption of new technologies. In short, the accounting crisis is not a theoretical problem but rather, a structural one.
Today, with a surge of accounting-focused legislation, the profession has a rare opportunity to reposition itself and reengage those who may be uncertain about the return on investment of an accounting career. The path forward is clearer than it has been in decades.
Pro-accounting legislation: What’s happening and why It matters
California’s Assembly Bill 1175 and New York’s Assembly Bill 7613 made headlines in 2025 as landmark pieces of pro-accounting legislation. These bills introduced more flexible pathways to CPA licensure, representing some of the strongest state-level responses to the accounting talent crisis in recent years. Their goal is simple but powerful: get qualified accountants into the workforce faster.
Momentum is continuing into 2026. Arizona, Florida, Maine, Maryland, Mississippi, Missouri, and South Dakota are all planning to introduce or reintroduce similar legislation. As states work to modernize licensure requirements, the accounting profession has a once-in-a-decade opportunity to reshape how it presents itself and what a modern accounting career truly looks like.
Accelerating practical experience will strengthen the talent pipeline and support planned technology transformations across firms. Failing to act on this momentum could have devastating long-term consequences for the profession.
That said, the importance of a strong accounting education cannot be overlooked. Accounting is not intuitive; it is a discipline rooted in philosophy, standards, and processes. Errors carry real financial and legal consequences. Foundational knowledge, paired with real-world experience, is essential. What is overdue, however, is the efficient concentration of learning and an evolution of education requirements that better reflect today’s business environment.
The state of modern accounting
Accounting careers are often portrayed as isolating, transactional, and narrowly focused. This perception could not be further from reality. Accounting is an analytical, collaborative profession that offers exposure to diverse industries and the opportunity to become a strategic business partner.
An accounting degree and professional certifications create flexibility, opening doors to careers as CFOs, advisors, entrepreneurs, and firm leaders. The profession is also fully embracing artificial intelligence, with many accountants using AI-driven tools daily to improve efficiency and insight.
At the same time, the market continues to evolve through consolidation, creating new pathways for advancement and leadership. Accountants gain exposure to regulatory complexity across multiple industries, allowing them to build specialized expertise and progress rapidly. The pace and breadth of modern accounting work develop highly capable professionals in a relatively short period of time.
The challenge is that students rarely see this reality when deciding whether to pursue an accounting career. To change perceptions, the profession must clearly articulate the business value and long-term opportunity that accounting offers.
An action plan for the accounting industry
Inspired by the actions of state legislators and professional organizations, the accounting industry must now match momentum with execution. It is a collective responsibility shared by all accountants, not just leaders, to redefine outdated stereotypes.
First, accountants must be observant, proactive, and vocal when issues arise. This is the year to speak up when systems, policies, or expectations no longer align with where the profession is headed. In turn, firm leaders must address these concerns directly and in real time. Continuous improvement is essential if we are to remain stewards of the profession.
Second, accountants have a responsibility to openly communicate the benefits of their careers. Share success stories, learning experiences, and even lessons learned the hard way. Engage in mentoring and internship programs. Take advantage of opportunities to externally communicate the value of the profession. Accounting remains widely misunderstood, and it is time to set the record straight.
Finally, and perhaps most critically, firms must continue to invest in technology that makes accounting work more efficient, strategic, and impactful. Technology adoption requires more than access to tools but instead, thorough training, support, and a commitment to transformation. Innovation is not about software alone: it is how empowering accountants.
A profession worth choosing
Modern accounting roles look very different than they did a decade ago, and that change is overwhelmingly positive. In an environment driven by innovation, entrepreneurship, and agility, accounting is a gateway to opportunity.
With fewer barriers to CPA licensure emerging through pro-accounting legislation, aspiring accountants now have a clearer, more attainable path into the profession. The industry must seize this moment to champion what accounting truly offers. From personal experience, it is a challenging, rewarding, and deeply worthwhile career.
Now is the time for the profession to lead.
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Richard Lynch, CPA, is the managing principal leading compliance solutions at Sikich, overseeing the team’s operational structure, ongoing growth, and contributions to the broader organization. In this role, Richard guides the strategic vision, financial plans, and operational goals of the practice.
Prior to his position as managing principal, Richard led the not-for-profit and higher education practice and the Central Illinois market. He has extensive experience providing audit, tax, accounting and management consulting services to a variety of clients, including businesses, financial institutions, public and private universities, social service agencies, private foundations, and health and welfare organizations. Richard has dedicated his career to public accounting since joining the industry in 2000.
He has served on the governing boards of accounting businesses and not-for-profit organizations throughout his career, including positions as board chair, treasurer, and chair of audit and finance committees. He is a frequent guest speaker at conferences, training sessions, and webinars.
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