logo
KPMG rolls out AI-powered tool for mitigating tariff risks

KPMG rolls out AI-powered tool for mitigating tariff risks

Yahoo07-05-2025

This story was originally published on CFO Dive. To receive daily news and insights, subscribe to our free daily CFO Dive newsletter.
Dive Brief:
KPMG has rolled out a new tool designed to help clients navigate 'an increasingly complex trade and tariff landscape,' the Big Four accounting and consulting firm said in a May 1 release.
The tool, which is powered by generative artificial intelligence and featured on KPMG's Digital Gateway platform, allows users to simulate potential tariff scenarios and visualize impacts on global supply chain operations, among other capabilities, according to a company description.
'Businesses across every industry are confronting significant challenges as they move quickly to adapt their trade strategies to tackle tariff disruption,' George Zaharatos, KPMG's global data and technology leader, said in an email. 'With our AI-powered platform, we're helping clients firm-wide at unprecedented speed, underscoring the imperative of acting swiftly in response to these impactful trade policies.'
Dive Insight:
Global consulting firms are ramping up their use of AI to boost internal capabilities while also enhancing the services they provide to enterprise clients.
Last month, KPMG announced the integration of AI agents into Clara, the firm's global smart audit platform. That move, the company says, will enable more than 95,000 auditors globally to automate routine tasks.
In March, competitor Deloitte unveiled a new suite of 'ready-to-deploy' AI agents designed to automate workflows across business functions, including financial management.
And PwC said in March that it was rolling out a platform designed to help enterprises with operating multi-agent business processes at scale.
KPMG's new tariff tool can help with complex analyses that play a role in mitigation strategies a CFO might choose to adopt, according to Andrew Siciliano, global and U.S. head of trade and customs at KPMG.
'For example, just because a product is shipped from China, doesn't mean the country of origin is China,' Siciliano said in an email. 'Determining country of origin is important as a tariff applies to an import based on the country that the goods originated from.'
More than 100 Fortune 500 and top private equity clients are already implementing the tool to prepare for and respond to ongoing trade policy changes, KPMG said in its press release.
Recommended Reading

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Judge approves NCAA House settlement, changing the landscape of collegiate athletics
Judge approves NCAA House settlement, changing the landscape of collegiate athletics

Yahoo

time6 hours ago

  • Yahoo

Judge approves NCAA House settlement, changing the landscape of collegiate athletics

Very late on Friday afternoon, we got a massive end-of-the week news dump when a judge officially approved a settlement in the NCAA v. House case. With the ruling, the landscape of college athletics will soon look very different than it has prior. The goal of the settlement is to provide structure to the NIL landscape in college football, which is currently effectively a free-for-all. Following the ruling, On3 discussed some of the ramifications of the ruling. 'Since the NCAA was founded in 1906, institutions have never directly paid athletes, On3's Pete Nakos wrote. 'That will now change with the settlement ushering in the revenue-sharing era of college sports. Beginning July 1, schools will be able to share $20.5 million with athletes, with football expected to receive 75%, followed by men's basketball (15%), women's basketball (5%) and the remainder of sports (5%). The amount shared in revenue will increase annually. Advertisement 'Power Four football programs will have roughly $13 to $16 million to spend on rosters for the 2025 season. Many schools have front-loaded contracts ahead of the settlement's approval, taking advantage of contracts not being vetted by the newly formed NIL clearinghouse . . . ' . . . The settlement also imposes new restrictions on college sports. An NIL clearinghouse will be established, titled 'NIL Go' and run through Deloitte. All third-party NIL deals of $600 or more must be approved by the clearinghouse. If not approved, the settlement says a new third-party arbiter could deem athletes ineligible or result in a school being fined. In a gathering at the ACC spring meetings last week, Deloitte officials reportedly shared that 70% of past deals from NIL collectives would have been denied, while 90% of past deals from public companies would have been approved.' It remains to be seen exactly how the new rules will affect USC specifically. Given the Trojans' recent hire of Chad Bowden and the subsequent revamping of their recruiting operation, USC seemingly has the right people in place to bring the program into college football's new era. This article originally appeared on Trojans Wire: NCAA House settlement approved, as college sports braces for impact

Why Are Gen-Z and Millennial Workers Obsessed With 'Soft Skills' in the Workplace?
Why Are Gen-Z and Millennial Workers Obsessed With 'Soft Skills' in the Workplace?

Yahoo

time16 hours ago

  • Yahoo

Why Are Gen-Z and Millennial Workers Obsessed With 'Soft Skills' in the Workplace?

In today's rapidly evolving workplace, dominated by advancements in generative AI, a consensus has emerged among younger workers: soft skills—such as empathy, communication, and leadership—are more important for career advancement than purely technical expertise. Deloitte's recent Gen Z and Millennial survey, which includes feedback from 23,000-plus such workers from around the world, reveals that more than eight in 10 young professionals believe these human qualities are essential to stand out and thrive, while only six in 10 believe that generative AI skills are somewhat or highly required. What's behind these numbers? As Elizabeth Faber, Deloitte Global Chief People & Purpose Officer, points out, 'In the age of GenAI, it's the human element that sets professionals apart … Soft skills are the bridge between human and machine, helping individuals navigate complex problems, collaborate across diverse teams, and lead with authenticity in increasingly dynamic environments.' This perspective resonates deeply with Sonali Karmarkar, the 31-year-old Head of Content and Community for YouTube Shopping. Karmarkar emphasizes that 'soft skills are inimitable—they are very difficult to teach yet are so crucial in the professional world.' For her, these skills 'enable one to connect with coworkers, business partners, and direct reports,' shaping how people influence and elevate projects beyond technical know-how. New York City-based career coach Eliana Goldstein echoes this sentiment, noting that while AI is 'infiltrating so many workplaces' and causing concern among many, 'there are people who have fear and concern around [if they'll be] replaced by AI. And if so, when is that going to happen? What do I do about it?' However, Goldstein stresses a reframing of this fear into opportunity: 'Once you plant those seeds, then people do genuinely start to feel that excitement of, oh, this is a really exciting opportunity for me right now; how do I capitalize on it?" According to Deloitte's survey, more than half of Gen Z and millennial workers are already integrating generative AI into their daily tasks—from brainstorming ideas and content creation to data analysis and project management. Yet many recognize AI as a complement, not a substitute, for soft skills. Valerie Chapman, a 26-year-old AI and technology creator, highlights how AI has transformed her work: 'AI has enabled me to scale my outreach, establish myself clearly as a subject matter expert, and amplify my voice in ways previously unimaginable.' However, she stresses that 'AI complements [soft skills] beautifully, allowing us to amplify our voices and share our stories more effectively.' For Chapman, the intersection of AI and soft skills holds promise, especially for historically underserved groups like women, helping them build confidence and advocate for themselves. Goldstein adds that while many believe AI to be intuitive, 'people are definitely still under utilizing it' She continues, 'It's not necessarily that people need tactical training on it; it's more so just about rethinking how they're using it.' She points out common uses such as helping to make emails more polished or aiding in the crafting of sales pitches, emphasizing AI's broad applicability across industries. At the same time, Briana Henry, a 34-year-old Senior Technical Engineer at Namaste Solar Electric, provides a cautionary note. She admits, 'I constantly forget that AI exists' in her highly technical and safety-critical role, where reliance on AI is limited by liability and trust concerns. Henry worries that over-reliance on AI could stunt creative problem-solving and diminish essential hard skills, underscoring that 'people need to have the knowledge and ability to at least review AI results for correctness.' The sentiment that soft skills are increasingly vital is echoed in how younger workers view career advancement. Karmarkar explains, 'Especially as one gets to a more senior level, these intangibles are what set people apart, since technical skill level becomes the baseline.' She sees soft skills as critical for motivating teams, coaching individuals, and adapting in ways technology cannot replicate. Goldstein reinforces this view, highlighting that while technical skills are 'incredibly important,' anybody can learn them through courses or training. In contrast, she explains, 'it is much more difficult to learn soft skills. Either communication just comes naturally to you, or it's incredibly hard, whether because you get nervous talking in front of people or other reasons.' She stresses the irreplaceable role soft skills play alongside AI: 'The human is the one communicating to other teams and leveraging the soft skills they have in order to disseminate AI across an organization or team.' Henry has witnessed this firsthand through her leadership experience. 'I have held leadership positions where I made decisions on hiring or punitive action in the past, and I have seen time and again where people with the soft skills required for the job have excelled and the reason people have required punitive action is because of the lack of their soft skills,' she shares. Chapman adds that in a landscape flooded with AI-generated content, 'genuine human connection and emotional intelligence become incredibly rare and valuable.' For her, the soft skills of storytelling, empathy, and communication are 'the heart of how we connect with technology,' especially for women navigating workplace challenges. While many companies provide some technical training, the development of soft skills often remains optional or undervalued. 'Soft skill trainings are often viewed as 'nice to have' and not mandatory, where employees aren't incentivized for taking time to cultivate their communication,' says Karmarkar. She advocates for mandatory soft skill modules to complement technical training, ensuring workers are fully equipped to collaborate and lead. Goldstein confirms that employer support for soft skills varies widely: 'It depends on leadership. If leadership cares about those things, you'll see it trickle down to the rest of the organization. If not, you won't.' She emphasizes that investing in soft skills will only strengthen workplaces. 'Investing in soft skills will not only help companies be more successful, but it will help in terms of employee retention.' Henry credits her company's cooperative culture for fostering her soft skills, through opportunities in leadership and teamwork: 'Being a co-owner has helped me build my skills with teamwork, communication, problem-solving, leadership, and many other areas of soft skills.' Yet she acknowledges that many companies may lack sufficient support for this development. Chapman, who has built her personal brand publicly, emphasizes self-driven growth: 'I've developed my soft skills by openly sharing my journey on social media… This practice has naturally boosted my confidence, honed my communication skills, and significantly expanded my network.' She warns that without mindful integration of AI, employees might feel anxiety or fear, rather than empowerment, highlighting a critical gap in workplace training. The message from Gen Z and millennial workers is clear: as AI reshapes the technical landscape, the qualities that make us human—our empathy, leadership, and communication—are the true currency of career progression. These skills not only help individuals use technology more effectively but also build authentic connections that machines cannot replicate. Karmarkar sums it up succinctly: 'Soft skills are what will set candidates apart in their ability to use the tech to unlock new solutions, be able to effectively synthesize the information to align to a long-term vision and compellingly communicate to their intended audiences.' In the end, mastering AI is important, but it's the human touch that remains the defining factor in professional success. You Might Also Like 4 Investment-Worthy Skincare Finds From Sephora The 17 Best Retinol Creams Worth Adding to Your Skin Care Routine

NCAA's House settlement approved, ushering in new era where schools can directly pay athletes
NCAA's House settlement approved, ushering in new era where schools can directly pay athletes

Yahoo

time19 hours ago

  • Yahoo

NCAA's House settlement approved, ushering in new era where schools can directly pay athletes

College athletics is officially entering a new world. A California judge on Friday granted approval to the NCAA's landmark settlement of three antitrust cases, often referred to as the 'House settlement,' ushering in an era where schools are permitted to share revenue with athletes within a new enforcement structure led by the SEC, Big Ten, Big 12 and ACC. Advertisement Claudia Wilken, the 75-year-old presiding judge in California's Northern District, granted approval of an agreement between the named defendants (the NCAA and power conferences) and the plaintiffs (dozens of suing athletes) to settle three consolidated cases, all of them seeking more compensation for athletes. Unsuccessful in so many legal battles recently — most notably a 9-0 loss in a 2021 Supreme Court decision — the NCAA and its richest, most influential conferences decided last spring to strike a revolutionary agreement by settling these cases instead of risking a court defeat that might cost them as much as $10 billion. The House settlement will pay thousands of former athletes — playing from 2016-2024 — a whopping $2.8 billion in backpay from lost name, image and likeness (NIL) compensation. Even more groundbreaking, the settlement paves the way for schools, for the first time ever, to directly compensate athletes in a system that features an annual cap and a new enforcement entity that is expected to more heavily scrutinize booster-backed payments. While paychecks can begin to be distributed from schools to athletes on July 1 — the official start date of settlement implementation — the new enforcement entity, the College Sports Commission, an LLC operated mostly by the power leagues, immediately takes effect with Wilken's approval of the agreement. Advertisement It means that any new contract struck between an athlete and a third-party entity, such a business, brand, booster or collective, is now subject to the new Deloitte-run NIL clearinghouse. The clearinghouse, dubbed "NIL Go," is charged with evaluating NIL deals between athletes and third parties to determine their legitimacy. It puts an end, perhaps, to schools hurriedly signing current players and transfers to new contracts before the approval of the settlement in deals that frontload a majority of the compensation. Contracts signed before the settlement approval and paid out before July 1 were not subject to the clearinghouse or cap, leading to a 'mad dash' in the basketball and football portal. Power conference leaders are targeting a Major League Baseball executive to manage the College Sports Commission as CEO, multiple sources tell Yahoo Sports. Bryan Seeley, a former assistant U.S. attorney who has served for more than a decade as MLB's vice president of investigations and deputy general counsel, is believed to be the preferred candidate for the CEO role of college sports' new enforcement entity. Despite plenty of hurdles in the settlement's years-long approval process, those who negotiated the deal have long expected it to be approved because of the sheer numbers involved. More than 85,000 athletes have filed claims for the backpay and just 600 have opted out or objected to the agreement — a paltry number that did not phase the judge. Advertisement Wliken's decision, coming XX days after the final hearing in Oakland, California, puts an end to what was thought to be one of the last looming hurdles of a deal: roster limits. In a concept authored by the power conferences, the settlement imposes new limits on sports rosters, many of which had not previously existed. In a recent filing, the NCAA and power leagues agreed to revise settlement language to permit schools to grandfather-in athletes on existing teams or those who have been cut this year, as well as recruits who enrolled on the promise of a roster spot. College sports is about to enter a whole new era. (Taylor Wilhelm/Yahoo Sports) With its approval, the settlement ushers into college sports a more professionalized framework but one, many believe, that is ripe for more legal scrutiny. Already, attorneys are gearing up for future legal challenges over, at the very least, the new NIL clearinghouse, Title IX and the capped compensation system — much of which can be resolved, legal experts contend, with a collective bargaining and/or employment model that college executives have so far avoided. Advertisement The settlement's approval is only the first in what many college leaders describe as a two-step process to usher in stability in the college sports landscape. Step 2 may be even more difficult: lawmakers producing a congressional bill to codify the settlement terms and protect the NCAA and power conferences from legal challenges over enforcement of their rules. Five U.S. senators have been meeting regularly in serious negotiations over legislation, but no agreement has been reached. Here's an explainer of college sports' new world delivered by the settlement's approval: Revenue-share pool Each school is permitted — not required — to share up to a certain amount of revenue annually with their athletes (the cap). Per the settlement agreement, the cap is calculated by taking 22% of the average of certain power school revenues, most notably ticket sales, television dollars and sponsorships. Advertisement In Year 1 — July 2025 through June 2026 — the cap amount is projected to be $20.5 million. While each school is charged with determining how to distribute those funds, most power conference programs are planning to distribute 90% to football and men's basketball, as those are, for the most part, the only revenue-generating sports for an athletic department. In Year 1, that's about $13-16 million for a football roster and $2-4 million for men's basketball, with the remaining amount shared with women's basketball, baseball, volleyball and other Olympic sports. While the 22% cap will remain the same through the 10-year settlement agreement, the cap money figure will rise based on built-in escalators (4% increase in Year 2 and Year 3), scheduled recalculations (after each third year) and additional cash flows into athletic departments, such as when conferences enter into new, more lucrative television deals or/and begin receiving new College Football Playoff monies. Advertisement Ohio State athletic director Ross Bjork told Yahoo Sports this summer that he expects the cap to break $25 million by the time the Year 4 recalculation happens. There are exceptions, though, that can artificially lower the annual cap, most notably up to $2.5 million in additional scholarships that a school offers. Enforcement entity A new non-NCAA enforcement entity — an LLC predominantly managed by the power conferences — will oversee and enforce rules related to the revenue-share concept. The company, College Sports Commission, is expected to be headed by a CEO as well as a head investigator for enforcement matters. The entity is charged with assuring that schools remain under the cap and that third-party NIL deals with athletes are not the phony booster-backed deals so prevalent over the last four years. Advertisement An enforcement staff is expected to be hired to investigate and enforce rules related to cap circumvention, tampering, etc., and are charged with levying stiff penalties. Violators may be subject to multi-game coach suspensions, reductions in a school's rev-share pool as well as reductions in allowed transfers, and significant schools fines. However, the biggest looming uncertainty of the settlement agreement involves a Deloitte-run NIL clearinghouse that must approve all third-party NIL deals of at least $600 in value. The "NIL Go" clearinghouse is using a fair market value algorithm to create 'compensation ranges' for third-party deals. Deloitte is expected to approve or disapprove deals in as little as one day, and athletes can resubmit rejected deals at least once with alterations suggested by the clearinghouse. For example, Deloitte deems a submitted $100,000 deal between an athlete and third party to actually be valued at $50,000. The player can alter the deal to align with the clearinghouse's suggested figure or the school can cover the difference by accepting a reduction against their revenue-pool cap. Deals rejected for a second time are referred to the CEO and enforcement staff and are then processed through an appeals system via court-overseen arbitration. Arbitration rulings are expected within 45 days, according to the settlement. Advertisement Athletes who lose arbitration cases and still accept compensation in the rejected deal are deemed ineligible. Rev-share contracts Starting with the fall basketball and football signing periods, schools began readying for this new era. Some even signed players to revenue-sharing agreements that begin to make payments on July 1 or later, contingent on the settlement's approval. Other players signed contracts with school booster collectives that featured a clause assigning the contract to the school on July 1. For the most part, the contracts grant schools permission to use a player's NIL rights — a reason for the compensation — but these agreements feature language often found in employment contracts, including buyouts, athlete requirements and prohibitions as well as the freedom for schools to reduce the players' compensation based on their academic standing and performance. Advertisement Already, the agreements are a subject of legal scrutiny. In January, Wisconsin defensive back Xavier Lucas left the university to enroll at Miami despite signing a revenue-share contract with UW. In public statements, Wisconsin has suggested it will pursue legal action against Lucas and/or Miami, which, it suggested, tampered with an athlete under contract. Lucas' representatives believe the contract is not enforceable as it was contingent on settlement approval when signed. The situation is a potential landmark case on settlement-contingent revenue-sharing agreements.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store