Recently, our director of operations and AI, Ben Muncaster, shared his thoughts with Yorkshire Accountancy News on how AI and automation technology is being adopted cautiously but practically within accountancy firms across the region.
In this following blog, Ben explores why there’s no shortage of headlines predicting that artificial intelligence will replace desk-based jobs, not least accountants. And why in most firms, AI isn’t being deployed as a substitute for people, it’s being rolled out with a clear purpose: to improve efficiency, strengthen existing teams, and free up capacity so accountants can focus on higher-value work.
When we first began exploring AI at Northern Accountants, the brief was simple: we needed a strategy and a long-term plan, because if we didn’t, we knew we’d get left behind. But “not getting left behind” is not a strategy in itself. The market is saturated with off-the-shelf tools promising instant transformation. Many are built around someone else’s processes and solve only part of the problem.
So instead of rushing into software purchases, we stepped back and asked a more fundamental question: where are the genuine efficiencies, and how can technology help us do more, faster, without compromising quality or data security?
That led to the creation of a cross-functional team combining development expertise, operational knowledge and process improvement disciplines such as Lean Six Sigma. Rather than bolting AI onto the business, we wanted full oversight, strong governance and a framework that allowed us to move from idea to deployment in a controlled way.
Looking beyond the ‘hype’
In practice, the biggest gains have come from automating repeatable, low-value tasks. Data processing, document handling, and internal workflows are areas where technology can deliver measurable time savings. Those efficiencies don’t reduce our need for skilled accountants; they increase their capacity. Time saved on manual tasks is time reinvested in client conversations and advisory work.
Equally important is where we have chosen not to automate. Judgement, client relationships, and complex decision-making remain firmly human. There is a difference between accelerating a process and delegating professional responsibility. For us, AI supports decision-making, it doesn’t replace it.
People first, technology second
From the outset, positioning was critical. We engaged our colleagues when adoption was in the early stages. The objective was never headcount reduction. The focus was freeing up capacity and making roles more rewarding by removing repetitive tasks that can be automated and still done correctly. As a firm with a strong culture of continuous improvement, this process has been about making us more competitive and more efficient, not replacing expertise.
That cultural piece matters. Fear and resistance often stem from uncertainty. By creating internal working groups and improvement champions, we ensured the team had visibility and involvement in shaping how AI would be used.
The wider leadership conversation is evolving too. Among progressive firms, there is a growing acceptance that AI is not a passing trend but part of the future operating landscape. The challenge is not whether to adopt it, but how to do so responsibly. Leading an AI strategy does not require coding expertise, it requires an understanding of processes, clear objectives to deliver controlled change.
Governance, control, and long-term thinking
Sensible adoption, in my view, comes down to discipline.
Customer data and security were non-negotiable. Every potential solution went through structured due diligence, with checkpoints assessing risk, return on investment and compliance. We aligned our approach with GDPR requirements and ISO 42001 principles, maintaining a documented audit trail at each stage. If risks couldn’t be properly evaluated and controlled, we simply didn’t proceed.
We also took a measured approach to trials. Rather than attempting large-scale transformation from day one, we focused on small, repeatable proof-of-concept projects. This allowed us to test capability, refine processes and manage expectations. Early progress can be slower than many anticipate, particularly while teams are learning and frameworks are being stress-tested. Patience and clarity are essential.
For professional services firms considering their next steps, the advice is straightforward. Build a diverse team. Combine internal knowledge with external expertise where necessary. Be clear about what you are trying to achieve and how it aligns with your culture. Start small, stay controlled and remain ambitious.
AI agents and automation tools will become increasingly sophisticated. But they should be treated like digital apprentices: selected carefully, trained properly and regularly reviewed. Used well, they become powerful additions to the workforce. Used carelessly, they introduce unnecessary risk.
When I’ve spoken with other firms and even businesses operating in completely different industries, the mindset remains characteristically pragmatic. Firms are adopting AI to better support their workforce, to help them increase their insight and strengthen their client relationships.
Technology will always progress at pace, but the core of our profession remains the same: trusted advice, sound judgement and human understanding. AI simply gives us more time to deliver it.
