Data-backed insights on why US companies are turning to global talent solutions and precision matching to address accounting talent challenges
The finance and accounting talent market is experiencing a structural shift. The US Bureau of Labor Statistics projects approximately 115,300 annual openings for accountants and auditors between 2025 and 2035, while accounting graduates declined in the latest reporting period.
For finance leaders seeking to expand their internal capabilities beyond traditional domestic hiring, these trends are encouraging a broader approach to recruitment.
Platforms like MAVI use AI-powered matching and rigorous vetting to connect US companies with experienced global finance professionals who work as embedded members of their teams.
The finance and accounting workforce is evolving as companies respond to recruitment pressures, compensation expectations, and technological change. Employment projections and professional education data provide a clearer picture of the market than estimates of outsourcing expenditure alone.
The US Bureau of Labor Statistics projects 5% employment growth for accountants and auditors between 2025 and 2035, exceeding the 3% average projected across all occupations.
Demand reflects the continued need for financial reporting, auditing, compliance, and business analysis. Companies expanding their finance departments must plan recruitment around sustained occupational demand rather than temporary hiring fluctuations.
The BLS projects 115,300 annual openings for accountants and auditors over the 2025–2035 period. These openings include positions created by employment growth and replacements for professionals leaving the occupation.
The substantial annual recruitment requirement reinforces the importance of maintaining reliable talent pipelines, particularly for organizations seeking experienced accountants who can assume responsibility for complex financial processes.
Employment of financial managers is expected to grow 10% between 2025 and 2035, according to the BLS. Financial managers oversee reporting, investment activities, planning, and financial performance.
This projected growth highlights continued demand for leadership and analytical capabilities as businesses expand, creating opportunities for finance organizations to strengthen the professionals supporting senior financial decision-makers.
The BLS forecasts 7% employment growth for financial analysts from 2025 to 2035. These professionals evaluate financial information, investment opportunities, and business performance.
Growing demand reinforces the importance of recruiting candidates with forecasting, modeling, and analytical capabilities, particularly when organizations need additional financial insight without expanding every function through domestic-only recruitment.
The World Economic Forum's Future of Jobs Report 2025 found that 63% of employers considered skills gaps a major barrier to business transformation.
The finding spans multiple industries and illustrates the importance of workforce capabilities. Finance leaders need recruitment strategies that prioritize accounting expertise, technology proficiency, and adaptability alongside traditional professional qualifications.
The accounting talent shortage is closely connected to education pipelines, professional qualifications, and continuing employer demand. Recent findings from the American Institute of CPAs reveal both persistent supply challenges and signs of recovering student interest.
The AICPA reported a 6.6% decline in accounting bachelor's and master's graduates during the 2023–24 academic year. Total graduates fell to 55,152.
This contraction reduced the immediate pool of newly qualified professionals entering accounting careers, contributing to recruitment pressure for employers that depend on domestic universities to supply future accountants and finance specialists.
Provisional federal education data reported by the AICPA show that 40,817 students earned accounting bachelor's degrees in 2023–24, representing a 3.3% annual decline.
Bachelor's programs provide a major entry point into accounting careers. Changes in graduation volumes affect the availability of junior professionals who will eventually develop into senior accountants, controllers, and finance managers.
The AICPA found that master's degrees in accounting or taxation declined approximately 15% to 14,335 in 2023–24.
Graduate qualifications often support specialized accounting knowledge and professional development. A smaller graduating cohort can affect the supply of candidates pursuing advanced technical responsibilities, although professional experience and certifications remain important indicators of capability.
The AICPA's 2025 Trends report found that 75% of responding firms that hired graduates in 2024 expected to recruit similar or greater numbers in 2025.
This hiring outlook indicates continued employer interest in developing accounting talent. Recruitment demand alongside declining graduation totals makes candidate availability and long-term workforce planning important considerations for finance organizations.
ACCA's Global Talent Trends 2026 survey found that 55% of respondents were dissatisfied with their current compensation. The findings cover finance and accounting professionals across international markets.
Compensation expectations influence recruitment and retention, making competitive employment terms important when companies evaluate domestic candidates or seek experienced finance professionals through international hiring arrangements.
For organizations seeking Senior Accountants or Accounting Managers, global recruitment offers access to experienced candidates beyond the domestic hiring market. MAVI uses matching intelligence and technical vetting to help identify professionals suited to specific organizational requirements.
Nearshoring generally involves working with professionals in geographically closer countries, while offshoring can involve more distant locations. For US finance teams, Latin America offers potential advantages in working-hour alignment, while other global regions provide different combinations of expertise, availability, and cost.
The effectiveness of either arrangement depends on the individual professional's capabilities, agreed working hours, reporting structure, and communication practices.
Gallup found that 52% of remote-capable US employees worked in hybrid arrangements as of May 2026.
Although this measures domestic workplace arrangements rather than international nearshoring, it demonstrates widespread experience with coordinating work across locations. Finance teams recruiting globally can apply similar practices around shared documentation, scheduled collaboration, accountability, and performance management.
Gallup reported that 26% of remote-capable US employees worked exclusively remotely in May 2026.
This represents an established segment of the professional workforce operating without regular office attendance. Distributed finance arrangements similarly depend on secure system access, clear responsibilities, and structured communication rather than relying exclusively on physical proximity.
Gallup's May 2026 findings show that 22% of remote-capable employees worked entirely on-site. The remainder worked in remote or hybrid arrangements.
This distribution illustrates how workplace flexibility has become common in roles compatible with digital collaboration, providing relevant context for finance employers considering geographically distributed recruitment and team management.
Latin America is an important option for US companies considering geographically aligned global hiring. Its proximity can support overlapping working schedules, although actual collaboration hours depend on the employee's country, local time zone, and agreed schedule.
Companies exploring Latin American talent should evaluate accounting standards knowledge, English communication, software experience, and familiarity with US business requirements.
Pew Research Center found that 75% of eligible workers with teleworkable jobs who were not working entirely from home faced employer requirements to attend their workplace periodically in 2024.
These requirements reflect continuing expectations around in-person collaboration. International finance recruitment requires comparable clarity about working arrangements, communication schedules, and organizational responsibilities.
Pew Research Center reported that 73% of remote workers with teleworkable jobs who worked from home at least sometimes said their arrangements helped them balance work and personal life.
This finding highlights flexibility as an important employment consideration. Global finance teams should establish sustainable working schedules alongside the communication overlap needed for effective coordination.
ACCA's 2026 global talent survey found that 58% of respondents expected a salary increase exceeding 5%, while 36% sought increases above 10%. These expectations illustrate compensation pressure across the finance profession.
Employers evaluating international recruitment should consider market-appropriate compensation, professional experience, and retention alongside potential differences in employment costs.
MAVI's vetting process assesses professional backgrounds, technical knowledge, communication, and credentials. The company reports that only the top 2% of candidates qualify for its global finance talent network.
AI is transforming finance operations, but its adoption also creates new expectations for technical proficiency, review processes, and professional accountability.
Research from Gartner and other independent organizations demonstrates how finance functions are integrating AI while continuing to invest in experienced professionals.
Gartner's 2025 survey found that 59% of finance leaders reported using AI within their finance functions, compared with 58% in 2024.
The findings show that AI adoption has become established across many finance organizations. Professionals increasingly need the skills to interpret AI-generated information, identify inaccuracies, and apply financial judgment.
Among finance organizations implementing AI, Gartner found that 49% used knowledge management applications. These systems help organize, retrieve, and apply organizational information.
Finance professionals working with such tools need familiarity with underlying financial records, documentation standards, and review procedures to ensure information remains reliable and useful for decision-making.
Gartner reported that 37% of finance AI adopters had implemented accounts payable process automation.
AP workflows involve invoice handling, approvals, payment controls, and exception management. Automation changes how professionals perform these responsibilities, increasing the importance of candidates who understand accounting controls and can supervise technology-enabled processes.
According to Gartner, 34% of finance organizations that had implemented AI were using it for error and anomaly detection.
These applications can help identify unusual transactions or reporting inconsistencies. Skilled finance professionals remain responsible for investigating flagged items, determining their significance, and ensuring that corrective actions follow appropriate accounting procedures.
ACCA's Global Talent Trends 2026 report found that 82% of respondents were confident in their ability to learn and apply AI capabilities.
This confidence indicates substantial willingness among finance professionals to develop technology-related expertise. Employers can support that capability through practical training, appropriate tools, and recruitment processes that assess both accounting knowledge and technological adaptability.
The same ACCA survey found that 51% of respondents remained worried about AI's potential impact on their jobs.
These concerns coexist with confidence in learning new capabilities. Finance leaders introducing automation should communicate changing responsibilities clearly and invest in professionals capable of combining technical judgment with emerging technology skills.
MAVI emphasizes AI-proficient professionals who can combine financial experience with technology capabilities. Its matching process considers the specific skills, systems, and responsibilities required by each hiring organization.
While talent quality and relevant experience should remain primary considerations, compensation and total employment costs influence sustainable finance team planning.
Key cost considerations:
The objective is not simply lower-cost hiring. It is building a reliable finance organization with the appropriate combination of expertise, capacity, and financial efficiency.
MAVI's mid-market offering describes potential cost reductions of 50–70% compared with equivalent US resources. Actual savings depend on the role, candidate, and engagement requirements.
Different industries have distinct finance talent requirements.
E-commerce companies may prioritize revenue reconciliation, inventory accounting, and financial analysis. Healthcare organizations often require strong documentation and compliance awareness. Manufacturing businesses depend on cost accounting, budgeting, and financial planning, while financial institutions frequently emphasize controls and risk management.
Important considerations by organization size:
Whether an organization needs a Financial Analyst, FP&A Manager, or AP/AR Specialists, recruitment decisions should reflect the company's systems, financial responsibilities, and operational requirements.
The evidence highlights continuing demand for accounting expertise, changing expectations around flexible work, and increasing technology adoption within finance functions.
For CFOs and finance leaders, the key priorities are:
MAVI supports this approach through matching intelligence and a rigorously vetted global talent network. Companies can recruit professionals who work directly within their finance organizations rather than transferring responsibility for finance operations to an external services provider.
Accounting talent shortages, evolving technology requirements, and rising expectations for financial expertise make effective hiring increasingly important.
MAVI helps US companies access experienced global finance and accounting professionals through an AI-powered talent platform designed around quality, collaboration, and hiring efficiency.
Its approach offers several advantages:
For finance leaders planning their next hire, the priority is finding professionals who can contribute confidently to existing operations.
Explore MAVI to find vetted global finance talent suited to your organization's needs.
Nearshoring involves hiring professionals from geographically closer countries, such as Latin American countries for US companies. Offshoring generally involves more distant locations. Time zone compatibility, working schedules, communication practices, and professional expertise determine how effectively either arrangement supports internal finance operations.
AI changes how finance professionals complete routine and analytical tasks. Gartner's research shows adoption across knowledge management, accounts payable, and anomaly detection. Companies continue to need experienced professionals who can review outputs, investigate exceptions, maintain controls, and apply accounting judgment.
MAVI's website states that companies can find, hire, and onboard qualified global finance professionals in as fast as five days. This is an advertised best-case timeline rather than a guarantee. Actual hiring and onboarding timelines depend on the role, candidate availability, interviews, and organizational requirements.
MAVI is an AI-powered global finance talent platform. It helps US companies find and hire experienced finance and accounting professionals who work as embedded members of their internal teams. MAVI facilitates recruitment and provides ongoing support rather than directly performing outsourced accounting or finance operations.
MAVI applies a five-stage vetting process involving experience reviews, technical assessments, structured interviews, and credential checks. According to its published standards, only the top 2% of evaluated talent qualify for its network. Candidates are subsequently matched against client-specific professional and technical requirements.
