Accounting for the Future

As we close out 2025 at Accounting for the Future, this final episode brings together the standout insights around how Canadian businesses are navigating uncertainty. Host Anne-Marie Henson highlights the key conversations that stood out and insights that will continue to shape business strategy well into the year ahead.

Some of the topics we revisit include:

• How uncertainty in public markets is reshaping investment strategies and the signals leaders should watch next, with guest Sunil Sharma, National Leader, Transaction Services and Private Equity, BDO Canada.

• What the changing interprovincial trade landscape means for business and how to thrive through the transition, with guest Jonathan Kalles, Vice President, McMillan Vantage.

• How learning and development is emerging as a core driver of resilience and growth, with guest Dr. Keith Keating, Chief Learning and Development Officer, BDO Canada.

• And many more topics, from sustainability and generative AI to the evolving impact of women in leadership.

Join us as we connect the dots across a year of insights and highlight the takeaways that will help you navigate what's coming next.

#accounting #BusinessStrategy #FinanceLeadership

What you'll hear in this episode:

00:00 – Anne-Marie introduces episode

02:05 – How uncertainty in public markets is shaping investment strategies

04:52 – Leveraging strategic planning to thrive through uncertainty

08:50 – Navigating interprovincial trade and policy changes

12:59 – Why board members need to stay informed on regulatory changes

18:37 – The value of finance leaders and boards prioritizing sustainability

23:43 – How women leaders are shaping the finance function

25:51 – Why learning and development is more than a cost centre

30:24 – How generative AI is helping businesses unlock value

33:56 – The role cybersecurity plays in ransomware and nation-state attacks

37:03 – Anne-Marie's closing thoughts

Mentioned:

Anne-Marie Henson

BDO Canada

Sunil Sharma

Jonathan Kalles

Dr. Keith Keating

Quotes:

"In these times, I think it's really critical to ensure that your organization has strategic clarity, because it provides organizations with a framework in which to make decisions when the external environment shifts—as it consistently is these days."

"Where I believe that we're actually going to see an active change towards more women in the boardroom is women becoming investors. Those that see the opportunity to write the checks and be a part of the deal making. I believe that that's going to actively lead to more women in the boardrooms over time as well." "Strong sustainability data creates value. It can protect value, and it can build transparency that can inform smarter decision-making and create numerous benefits in the business. Again, both from a value creation point of view and also from a value protection point of view, a risk management point of view."

"Agility, sometimes, is confused with a quick response, right? In fact, as a board, when you think about agility, it's more around: have you built a culture at the board level of being able to respond to things in a thoughtful way, in a timely way that will allow pivoting? That doesn't necessarily mean we've got to make a quick decision."

How can audit teams turn data into a strategic asset? This episode of Accounting for the Future explores the real-world impact of data analytics on the audit profession.

Host Anne-Marie Henson welcomes Dominic Chow, Head of Operations, Technology Risk Assurance at BDO Canada, for a candid discussion on how analytics is reshaping audits. They explore how technology is enabling auditors to move beyond traditional compliance, using data to proactively identify risks, uncover opportunities, and deliver more value to organizations.

They also discuss the importance of robust data governance, the role of collaboration between finance and audit teams, and practical steps for integrating analytics into audit workflows. Plus, examples of how analytics can reveal hidden trends, improve controls, and support smarter decision making are also covered in this episode.

#DataAnalytics #AuditTransformation

What you'll hear in this episode:

[00:30] Episode opening remarks and guest introduction.

[01:58] The transformation of auditing through data analytics.

[04:47] Examples of business-critical insights from analytics.

[06:33] The evolution from compliance to strategic insight.

[08:57] Real-world example of how analytics reveals an anomaly that shifts business decision making.

[13:37] The importance of controls, data quality, and governance.

[19:27] The collaboration between CFOs, finance leaders, and audit teams.

[23:53] Challenges and actionable steps for organizations

[27:40] Closing remarks.

Mentioned:

Anne-Marie Henson

Dominic Chow

BDO Canada

Quotes:

"I always start with the fact that this isn't magic. The difficulty is actually in the doing."

"This is about moving from policing to a partnership—the auditor as truly a partner and strategic advisor to our clients."

"Understanding where the data originated and how it flows through the organization, that needs to be mapped out. That needs to be thought about."

"An organization could spend lots of money on the latest technology and tools, but if they don't have strong controls in place, if they don't have that culture of data ownership and governance and documentation, it doesn't matter how much you spend on those great tools, they won't work on your organizations."

"People need to treat the data in a sacred kind of way that maybe they didn't treat it in the past because, well, we're just going to slice and dice it anyway and go to the report. We might graph it. It doesn't have to be a hundred percent, but now it matters."

In this milestone 50th episode of Accounting for the Future, host Anne-Marie Henson and Rob Philpotts, a Partner in BDO's Cybersecurity practice, explore how cyber threats have evolved into a strategic business priority for organizations of all sizes and offer actionable advice for CFOs and finance leaders.

They also cover the impact of geopolitical activities on cybersecurity, real-world examples illustrating how cyber incidents can disrupt operations, and why even small and medium businesses must be vigilant. This episode highlights why integrating cybersecurity into business planning—beyond just budgeting—is essential, as the 'speed of cyber' demands that leadership teams take true ownership.

#cybersecurity #BusinessResilience #CyberAttack

What you'll hear in this episode:

00:00 – Introducing Rob Philpotts, Partner, Cybersecurity

01:45 – Cybersecurity and geopolitical tensions

04:13 – Why small and medium-sized businesses must be vigilant

08:19 – Cybersecurity in a shifting global supply chain

10:36 – Integrating cybersecurity in the planning phase

13:01 – Why planning is cheaper than responding

15:05 – Regulatory changes and Bill C-8

17:18 – Business repercussions of cyber incidents

23:14 – Why budget alone doesn't ensure cyber readiness

26:17 – Three strategies to build cyber defences

30:58 – Why true resilience involves the entire organization

31:52 – Practical advice: Security vendors and independent reviews

36:15 – Closing thoughts

Mentioned:

Anne-Marie Henson

Rob Philpotts

BDO Canada

Quotes:

"Now that we are very aware that cybersecurity is part and parcel of geopolitical activities, we definitely have to become more and more aware, and we strive every day to help our clients understand this."

"Financial risks are immediate and, typically, you see them show up quite quickly in the event of a cybersecurity issue. But the reputational risk is really the long-term potential damage to your supply chain, your customers who might have lost confidence in your ability to secure their data and their information. So those risks definitely should not be underestimated when we're looking at these types of issues."

"You can't outsource risk. It's not your IT company's risk. It's your risk. It's also your accountability."

"The organizations that don't just offload this responsibility to the CTO or the CIO, and actually make it the responsibility of everyone, are the ones that I've seen that are really most successful."

"Planning is cheaper than responding."

"Now doing that at the speed of light, of course, that's where your integration has to occur, and looking for those anomalies. Because that's how fast a cyber attack happens. We call it 'speed of cyber'—it happens in the snap of a finger."

As climate volatility and new regulatory pressures escalate, business leaders are increasingly framing complex strategic decisions through the lens of sustainability and resilience.

In this episode of Accounting for the Future, host Anne-Marie Henson, Partner, National Industry Leader, sits down with Simon Hutton, National Sustainability Leader, to discuss how organizations are integrating sustainability into proactive risk management, navigating growing pressures, and using data to stay transparent.

With grounded insights and practical examples, this episode offers CFOs, audit committee chairs, and business leaders a clear path to strengthening risk oversight, enhancing reporting, and building more resilient, future-ready enterprises.

What you'll hear in this episode:

00:00 – Introducing Simon Hutton, National Sustainability Leader

01:45 – The evolving sustainability landscape

04:57 – Top sustainability priorities for Canadian businesses

09:13 – Sustainability as a catalyst for supply chain scrutiny

12:10 - Extreme weather and supply chain resilience

16:28 - Factoring climate risk into asset decisions

20:16 - Real-world example: Mining industry supply chain decisions

21:26 - Common mistakes in sustainability reporting

25:29 - Avoiding greenwashing & Bill C-59

30:52 - Why CFOs and boards should care about sustainability

35:23 - Closing thoughts

Mentioned:

Anne-Marie Henson

Simon Hutton

BDO Canada

Quotes:

"Sustainability has evolved from simply a reporting exercise to more being a core, integral part of building business resilience."

"We do see more and more companies are recognizing that sustainability performance, commitments, and so on, is really part and parcel of not just building firm value, but also protecting firm value over the course of time."

"The good news that we see unfolding is that more and more companies are shifting. Shifting from a place of reacting to disruptions—which is something, of course, they have to do—to taking a more proactive approach and building more resilience in their supply chain up front."

"I think the two biggest mistakes that we see manifesting is overpromising and then undermeasuring."

"There is a real benefit to starting with one or two things you can confidently do; there is a real risk to identifying five wonderful, bold aspirational goals but not having the confidence you can execute on them."

"Sustainability is a financial management and valuation issue, and, as a result, this is an important thing for the CFOs of the world to take stock of."

"I think, at the end of the day, strong sustainability data creates value, it can protect value, and it can build transparency that can inform smarter decision making and create numerous benefits in the business, again both from a value creation point of view and also from a value protection point of view—a risk management point of view."

Learning and development (L&D)—is it just a cost centre, or is it a performance lever, retention strategy, and competitive advantage for your organization? Join host Anne-Marie Henson on Accounting for the Future as she explores the value of L&D with Dr. Keith Keating, Chief Learning and Development Officer at BDO Canada.

They unpack the evolving dynamics between CFOs and learning, why innovation and compliance don't have to be at odds, how to integrate learning and development in business strategy, and much more.

If people are your greatest asset, this episode is your blueprint for turning learning into a strategic engine for growth.

What you'll hear in this episode:

[00:00] Introducing Dr. Keith Keating

[01:38] Keith's journey: What sparked a passion for learning

[05:34] Reframing L&D: From cost centre to catalyst

[10:27] The evolving relationship of CFOs and L&D

[17:53] The CFO as a Chief Value Officer

[20:25] Ensuring L&D is central to business strategy

[24:13] Balancing innovation with compliance

[26:50] The power of "FAIL"

[30:59] Strategic partnerships for future-ready learning

[37:19] Advice for leaders: Model what you want to multiply

[39:33] Closing thoughts and where to learn more

Mentioned:

Anne-Marie Henson: https://www.bdo.ca/our-people/anne-marie-henson

Keith Keating: https://www.bdo.ca/our-people/keith-keating

BDO Canada: https://www.bdo.ca/

Quotes:

"Leaders are starting to recognize in general that learning isn't just a perk. It's a performance lever. It's a retention strategy."

"Involve L&D early and often. Invite your learning leaders into the room where strategy is being shaped; not just when it's time to roll it out. Because when L&D can understand what the business is solving for, then it can align those efforts from the start."

"If people are your competitive advantage—and most organizations say that they are—then L&D isn't optional. It's an infrastructure. It's the operating system for growth, agility, performance. But it only works when it's embedded into the strategy, not bolted on as an afterthought."

"Shift the mindset from deliverables to value. I want to encourage leaders to move away from asking, 'What training can we create?' to, 'What problem are we solving, and how can learning be part of that solution?'"

"Hold learning accountable to business outcomes. What I mean by that is learning shouldn't be measured by butts in seats or satisfaction scores. It should be measured by the outcome that it enables: employee retention, productivity, engagement, capability, client impact, client experience."

"For us, compliance isn't a blocker; it's a boundary, yes, but great design can thrive within those boundaries"

"We let our teams know that failure isn't fatal, it's feedback."

"If I could offer one piece of advice, it would be this: model what you want to multiply. You can't mandate a growth mindset; you have to live it."

What do interprovincial trade barriers mean for Canadian businesses and what's changing? In this episode of Accounting for the Future, host Anne-Marie Henson sits down with Jonathan (Jono) Kalles, Vice President of McMillan Vantage and former advisor to the Prime Minister, to unpack the implications of Bill C-5 and how the interprovincial trade landscape is evolving in Canada.

From the removal of federal exceptions under the Canadian Free Trade Agreement to the complexities of provincial cooperation, they explore the economic, regulatory, and strategic shifts underway. Hear practical insights for finance leaders navigating the ripple effects of new trade policies and find out what your organization can do now to stay ahead.

What you'll hear in this episode:

[02:28] What are interprovincial trade barriers in Canada?

[05:35] What does Bill C-5 mean for Canadian companies?

[08:15] Removing the 53 federal exceptions

[10:25] Federal vs. provincial role in cutting red tape

[14:45] Industries most impacted

[17:31] How U.S. trade pressures are sparking policy shifts

[18:47] Controversy and risks around Bill C-5

[25:28] Lessons for CFOs and finance leaders

[29:21] How to stay up to date

Mentioned:

Anne-Marie Henson: https://www.bdo.ca/our-people/anne-marie-henson

Jonathan Kalles: https://mcmillanvantage.com/team/jonathan-kalles/

BDO Canada: https://www.bdo.ca/

Quotes:

"We are in a new reality where tariffs, red tape, and trade in general are being reassessed. We're thinking about them differently and, obviously, the biggest reason is Donald Trump."

"I think everybody can say there is just too much red tape, there is too much regulation in Canada, and the goal of this is to unleash a lot of our natural resources—projects that go, really, across the country."

"I will throw this out right now—the majority of these barriers remain between provinces, and they're not at the federal level. So there's still a lot of red tape to be cut."

"When you live in a world of either free trade or a more tariffed type of trade—and that could be international amongst countries, but it's true within Canada, as well—it's trying to balance out how do you protect your local economy, your local workers, how to incentivize buying local, while at the same time opening up markets and having, in a sense, more people to trade with, more people to sell to."

"For a lot of clients that I've worked with and companies that I speak to, they often talk about the fact that it's easier to export north-south than it has been to export east-west or west-east."

"As they say, 'necessity is the mother of all invention'… All of the tariffs that [President Donald Trump] imposed, it has forced us to reckon with some of our own barriers that we could be getting rid of and making life easier and actually more prosperous within Canada."

How can you communicate effectively with your board and turn them into one of your most valuable strategic assets? In this episode of Accounting for the Future, host Anne-Marie Henson is joined by Anthony Marinelli, Board Chair and Partner, Assurance-East Leader at BDO Canada, and Janet Boyle, Independent Board Member at BDO Canada and Senior Vice President at RBC.

Together, they unpack how CEOs and senior leaders can foster trust, transparency, and strategic alignment with their boards. Tune in to hear practical advice on the role and value of independent board members, leveraging your board as a strategic partner, and much more.

What you'll hear in this episode :

[1:40] Management vs. board of directors responsibilities.

[4:01] Balancing dual roles as board chair and partner.

[5:49] Keys to a strong board-management relationship.

[10:05] Tips for better board collaboration.

[14:16] The board's value in understanding discarded ideas.

[16:04] Navigating difficult conversations with trust.

[20:32] The value of independent board members.

[27:43] How to be agile amid constant change.

[32:48] Setting the right tone at the top.

[35:47] How to get on a board of directors.

Mentioned:

Anne-Marie Henson

Anthony Marinelli

Janet Boyle

BDO Canada

Quotes:

"My advice to new CEOs: start early with individual relationships. Don't wait until first board meetings. Get to know the people, find out what their experiences are, what your board members do, and where they can add value."

"A common mistake I've seen is that CEOs and management sometimes treat the board as an audience instead of a resource."

"As an independent board member, the value is really bringing a very different perspective that the organization does not currently have."

"One thing that CEOs, especially new ones, should remember, is that the board should be one of their most valuable strategic assets, not just an oversight body. Using the board properly will help them have success in their job."

"Boards don't expect perfection. They want to go through this process and work with management to get there."

"I will double down on using the board for conversation, and not for presentation. Make sure you're sharing ideas with them and don't wait until you have a finished product before going to the board with it."

In this episode of Accounting for the Future, host Anne-Marie Henson is joined by Sunil Sharma, National Leader of Transaction Services and Private Equity at BDO Canada , to unpack what's fueling the rise in companies going private. They discuss how current market conditions, including interest rates, geopolitical uncertainty, and undervalued assets, are influencing M&A activity in 2025. The conversation also covers why private equity is eyeing public markets, what makes a company an attractive target, and the ongoing valuation gap between buyers and sellers.

What you'll hear in this episode:

[1:38] Market comparisons between 2022 and 2025, and what they mean for stock prices.

[3:52] Analysis of why the Canadian stock market was better equipped to withstand volatility in comparison to the U.S. market.

[5:10] Insights into the impact of interest rates on public market activity.

[7:04] How Trump's election and policy announcements are affecting exit strategies, initial public offerings (IPO) plans, and the broader Canadian economy.

[9:16] A look at how private equity is approaching today's market, including the valuation gap between buyers and sellers.

[11:41] Further analysis of the persistent valuation gap in the private market, influenced by pandemic-era expectations, tariff-related slowdowns, and more cautious decision-making by investors.

[14:06] The difference between a private equity firm taking a company private vs. an industry player acquiring a public company.

[16:37] What makes a public company attractive to a private equity fund.

[19:12] Key considerations and steps to understand before completing a go-private transaction

[23:22] A real-world example of a company that went public and later returned to private ownership.

[24:03] Sunil's market predictions for the next 12 months.

Mentioned:

Anne-Marie Henson

Sunil Sharma

BDO Canada

Quotes:

"If you're thinking about potentially going private or partnering with a private equity fund, you should know that the expectations are different from those in the public market."

"Nearly 50% of private equity deals valued at US$5 billion or more in North America were public-to-private deals."

"Making sure there's excitement and interest from an investor base is crucial when a company is considering going public. In contrast, for private equity, having an aligned business strategy is more important."

"As a result of some of the inefficiencies and challenges we're seeing in the private markets, there continues to be a record amount of dry powder out there. Private equity funds are increasingly looking to the public markets for undervalued assets, see where they can make an impact, and then look to take them private."

In today's evolving market, finance leaders are moving beyond traditional back-office functions to become strategic leaders and value creators. Anne-Marie sits down with Jesus Ballesteros and Charlotte Zhen of BDO's value creation team, to explore how the modern CFO is transforming into a chief value creation officer—aligning finance, operations, and strategy while leading digital transformation to boost efficiency and long-term growth.

What you'll hear in this episode

[4:07] The role of historical and current market fluctuations when analyzing and creating effective margin strategies.

[9:08] How today's CFOs are shifting from back-office operators to strategic value creators.

[11:53] Why CFOs must adopt a strategic mindset to create value beyond finance and operations—regardless of company size.

[13:46] How finance leaders at smaller firms can take the lead in digital transformation to improve efficiency.

[16:36] Common inefficiencies companies face when launching value creation initiatives—and how to avoid them.

[22:00] The importance of strong performance metrics in enabling smarter, data-driven business decisions.

[26:04] Key financial and operational metrics that CFOs should track to continue to drive value.

[30:03] The vital role finance plays in shaping corporate strategy and guiding decision-making through accurate, actionable data.

[36:29] Actionable advice for CFOs looking to expand their impact and drive greater value across their organization.

Mentioned:

Anne-Marie Henson

Jesus Ballesteros

Charlotte Zhen

BDO Canada

Quotes

"If there's one skill that CFOs need to learn nowadays—it's how to implement strategy effectively. This is because they're at the centre of all activity within the firm and are uniquely positioned to execute those plans."

"Finance is at the core of being able to bring different functions together towards a common goal. It's important that they are seen as partners towards driving success."

"Finance teams can really add value by providing ongoing visibility into what is going on in the business. From a numbers perspective, they act as an advisor to ensure that all the operational efforts translate into positive financial results."

"The voice of finance at the table is very important when doing digital transformation. It's important that CFOs understand how digital transformation impacts operations and how it can make the finance function itself much more efficient."

Host Anne-Marie Henson sits down with Paul Dostaler, BDO's Partner and National Manufacturing and Distribution Leader, to unpack how manufacturers can move beyond pilots and start scaling AI effectively. They explore the current pace of AI adoption in Canada, the roadblocks many businesses face, and what's needed to realize long-term ROI. The episode features data from Momentum: BDO's Manufacturing and Distribution Leadership Report.

To explore more findings, visit the report page.

What you'll hear in this episode:

[1:33] AI overview: Rate of adoption and key trends.

[5:08] Challenges in AI adoption.

[9:30] Considerations for scaling AI.

[12:02] The connection between warehousing, logistics, supply chains, and financial reporting.

[14:05] An overview of the BDO Boost AI tool.

[18:21] Regulatory and compliance considerations.

[21:45] Top considerations for businesses to realize and maximize ROI.

[25:17] Economic uncertainty and AI.

Mentioned:

Anne-Marie Henson

Paul Dostaler

BDO

Momentum Report

Quotes:

"AI is different than other technologies. It's not just a standalone tool, it's actually more of a muscle. And so the more that you use AI, the better it becomes and the more potential for ROI that it has."

"More and more manufacturers are choosing digital transformation as a means to adapt to all of the current events and the changing environments."

"Look holistically at your business and think about the parts that are taking you the most time and start thinking about what more sophistication around automation and generation might help speed up those workloads."

"Organizations really need to understand that adopting AI means experimenting, it means having successes and failures, and it means charting a path that brings the most benefit."

"Everything that the business does is in support of clean and effective financial reporting. And so really good inputs create good outputs, and getting more insight into those inputs further creates better results."