Accounting Leaders

David Whitson-Black is Group Head of Talent Development at Azets, an international business and one of the UK's top 10 accountancy firms. Starting his career in people development 18 years ago, David now leads Azets Talent development team across the UK and Europe.

David has strong experience in people development and has managed learning and development teams in the financial and professional service sectors. He is passionate about developing the best talent no matter where they are on their journey from early careers right through to senior management. His expertise ranges from leadership development to succession planning, talent strategy, coaching and mentoring, career pathing and performance management. Selected shownotes:

What a Head of Talent Development in a large accounting firm actually does

The symptoms of a professional firm that lacks a Learning and Development (LandD) function

How career development for accountants happens beyond qualifications, CPD and mere technical competence

How people learn and grow in different ways with different styles in professional firms

The importance of being coachable and teachable yourself if you want to lead others

How culture and values shape 6,500 people in a large professional firm

Why being an authority figure as a leader is not necessarily engaging

What selling and business development really means for fee earners and accountants

Why the attraction of recruitment of talent is so critical for growth and succession in professional firms

How people at every level of seniority in an accounting firm need support with their career and engagement

Wise advice for new entrants and seasoned professionals who want to be successful with their accounting career

A key driver of executive presence in accounting professionals

When not working David likes spending time with his family, records music (singing) and has an interest in graphic design. Contact him here:

https://www.linkedin.com/in/davidblack79/ (David on LinkedIn)

Kevin Harris is the Office Managing Partner of RSM UK, a top 10 accounting firm with over 4000 employees. Based in the Leicester office, he has an MBA and was instrumental in rejuvenating the RSM brand after the takeover by Baker Tilly. He is a former Chamber of Commerce Chair and sits on various industry boards, panels and committees. His areas of specialty include financial services, manufacturing, recruitment, transport and logistics, travel and tourism. Shownotes:

What setbacks like being made redundant or failing an accountancy exam by 1% does for your mental resilience and confidence

How unusual an entrepreneurial mindset is in a traditional accounting firm, and how tricky it can be to fit in

Why it's impossible to gain full consensus and make everybody happy as a leader in a professional firm

The importance of learning and subjecting yourself to influences outside of your accounting firm for perspective and balance

The drawbacks of leading by fear or power in a professional firm, and why authenticity always wins out

What the 'old school' accounting leaders can teach the modern young accountant of today about work ethic

How promoting people too early in accounting firms eventually finds people out to the detriment of the firm

Practical tips to manage work life balance for accounting firm wide leaders

The dangers of trying to focus 100% on your job and the need for understanding how the mind and productivity really works

The importance of constant learning to innovate and see things in different ways to be an effective accounting firm leader

The biggest risk Kevin has ever taken in his career and the impacts of a high level resignation

What legacy looks like for an accounting firm leader and how different leaders stand out in different ways

Why business development is not natural for many accounting professionals, even though everyone in a firm is an ambassador of the brand

What it takes to attract and nurture talent at both ground level and senior level in a professional firm

Contact https://www.linkedin.com/in/kevin-harris-776a3414/ (Kevin Harris on LinkedIn)

Nick Muir is Managing Partner of MGR, a London based accounting and business consulting firm with 100 staff specialising in entertainment, healthcare, media, retail and property. He is a musician on the side and is the drummer in a hard rock band called Zero City, playing everything from Thin Lizzy to the Kings of Leon. He own six drum kits! His favourite quote is “It's better to do a dull thing with style than a dangerous thing without it” (Charles Bukowski). Shownotes:

Where managing partners of large accounting firms start their journey - in a heavy metal rock band

The one thing he would have done differently if he could 'do it all again'

The very best source of new knowledge, help, support and advice for leaders and future leaders

What it means to get out of your comfort zone and 'punch above your weight'

The number one that leadership of a large professional firm is really about

Tips for separating work life and personal life as leader of a professional firm

How becoming a leader can take you away from what you love doing the most

A real life example of how delegating work as a leader gives people a chance to shine

How being a perfectionist undermines being a leader

Why seeking consensus might not be a good way to go in making high level decisions

How to drive through unusual or controversial ideas as a leader

Why recovery rates in professional firms should not be a primary measure of performance

The implications for accounting firms of having an advanced age profile of owners

How accounting firm leaders cope with change, and sometimes not well

What stops younger partners and future leaders stepping up into more senior roles

The biggest challenge facing accounting firms who want to grow

The need for all accountants to get better at client care

The steps required for accounting firms to properly move into the advisory space

How a professional firm might move away from billable hours and time-based charging

Why talent is critical for growth and why it's so difficult to recruit well in a professional firm

What's really required to bring in the best talent to work for your accounting firm

The number one piece of advice for aspiring leaders in professional firms

https://www.linkedin.com/in/nick-muir/ (Contact Nick on LinkedIn)

Graeme Gordon is a chartered accountant and prior to joining Praxity was Managing Director and Senior Tutor of Emile Woolf Group, the international training and development firm. He was also previously Group Finance Director of a technology company listed on the London Stock Exchange.

Graeme has extensive international experience including in Europe, Russia, North America, the Far East, the Indian Sub-Continent and the Middle East. He is a member of the Council of the Institute of Chartered Accountants in England and Wales and formerly twice President of the Thames Valley Chartered Accountants. Shownotes:

From the Navy, a double glazing franchise and the NFL to CEO of Praxity – the journey of Graeme Gordon in 60 seconds

Why the Praxity Accounting Alliance is a very unique animal and just behind BDO and Grant Thornton in size and reach

The lure of variety and the ability to make a difference in creating a job that you love doing – applicable to all jobs but particularly to accounting professionals

The key differences between an accounting alliance and an accounting network – useful to know if you’re in one or thinking of joining one

Questions an accounting firm might ask themselves in considering whether to join an accounting alliance

Three stand-out benefits of joining an established and global accounting alliance like Praxity

Why it’s vital that specialists in accounting firms know their opposite numbers in different countries

The importance of collaboration within firms and within member firms of a network or alliance

Speed dating for managing partners of large accounting firms why it works for networking and collaboration

Culture and values must fit if firms are going to merge well and fit well into an alliance like Praxity

Ways to ascertain the values and culture of an accounting firm with ‘due diligence’

The number one quality that’s present in the very best accounting professionals, especially the ones that have to win work

What makes a good managing partner in an accounting firm of any size

What is ‘co-opetition’ and how does it help accounting firms to collaborate optimally across countries and cultures?

One of the biggest advantages of being able to tap into an alliance like Praxity is the shared intelligence of plans, problems and strategies

Thoughts on legacy and reputation in your accounting role – what will people say about you after you’re gone?

The critical way in which running a global accounting alliance is different to running a Navy mission!

The accounting audit in 10 years will be very different from the audit from just a few short years ago, and how AI will affect that…

Before becoming a chartered accountant Graeme served as an officer in the Royal Navy. Praxity is the largest Alliance of Independent Accounting, Tax and Consulting Firms in the world. As at January 2018, 64 Firms in over 100 countries with 700+ offices, 3,500+ partners and 37,500+ other professionals and a combined turnover of US$5.25bn. Find out more at http://www.praxity.com (www.praxity.com) or to contact Graeme directly:

https://www.linkedin.com/in/graeme-gordon-993b4617/ (Graeme on LinkedIn)

Stephen Hamlet is CEO of Russell Bedford International. With twenty years’ experience in professional services, Stephen moved rapidly into business development roles with increasing responsibility, building a track record in re-energising, enhancing and expanding global membership organisations.

Having held leadership positions at international accounting associations over the past 10 years, Stephen has gained expertise in building international relationships and facilitating cross-border cooperation. He is a member of ICAEW, having qualified with a Top 20 accounting firm in London, after graduating from Exeter University with a Law degree.

As Chief Executive, Stephen assumes responsibility for developing Russell Bedford International on a global scale, including maximising membership benefits, strengthening the network, and maintaining its high reputation of quality.

Travelling around the world to various events, and to specifically meet and interact with colleagues of accounting firms at their local offices, is vital to the role. Conveniently, Stephen is passionate about travel, meeting people from various cultures, as well as keeping fit! Shownotes:

It’s only once other accountants get to know you and your accounting firm, it’s only then you’ll have the trust which produces introductions and referrals

How digitalisation and automation are changing the way accountants work

The best recruits for progressive accounting firms are accountants with people skills, sales skills and business development skills

What is the skillset of an accountant of the future?

Entrepreneurial flair – not a phrase normally associated with an accountant, but things are changing

Many accountancy firms still don’t appreciate the value of marketing and what it adds – these are the ones that will struggle as rivals overtake them

Accounting firms in every single country without fail has the challenge of recruiting or attracting the right accounting talent

Two tips for accounting firms differentiation – become specialists and becoming part of an international accounting network

Why networking skills and connections are so important for the very best accountants and accounting firms today

How technology is changing the game for accountants but actually represents huge opportunities to serve clients better

Digital is good – the machines are making the accounting world better, but they’ll never take over the people interaction

Best advice on driving change in turbulent times is to look after your young people

The way client expectations are changing for accountants, particularly if they want to be trusted advisors and a business friend

The importance of being the listener in a meeting – the person who concludes and summarises

How the game of chess can help your negotiating

Being nice to people – a very underestimated quality that makes things happen (although it’s hard to please everyone)

The frustration of people who don’t want to change and firms don’t want to advance – accountants cannot stand still!

When not globetrotting or helping firms generate new business opportunities, Stephen tries to relax at home with his love of music and guitars; but invariably fails due to interruptions from his 3 young boys all demanding unlimited amounts of attention. Find out more at http://www.russellbedford.com (www.russellbedford.com) or to contact Stephen directly:

https://www.linkedin.com/in/stephen-hamlet-6b737110/ (LinkedIn)

@StephenHamlet1 on Twitter

Phone (UK) 20 7410 0339

Andrew Rhodes is the Managing Partner of Sobell Rhodes, a Chartered Accountant and a member of the Chartered Institute of Taxation. He is passionate about helping clients and other accounting firms improve their profits and the quality of their working lives. His strategic and business advisory tools are used by accountants globally to provide structured business advice to their clients. He is passionate about people and is committed to the highest standards of technical and business skills competencies. His firm, Sobell Rhodes, has achieved the prestigious Gold Standard of Investor in People.

Andrew is an extensive networker and has formed several business referral and mastermind groups, including INAA, which is the world’s 14th largest association of independent accountancy firms. His firm has won many of the UK’s major accounting and business awards, and he himself was voted UK Managing Partner of the Year. He is frequently asked to speak at ICAEW Practice Conferences, national and international accountants’ conferences, financial institutions and business forums on business improvement and leadership. Shownotes:

It’s actually easy for an accounting firm to differentiate themselves if they know how to

Some accounting firms are to complacent and need to change more, but they won’t

Why MTD is a great opportunity for accountants to serve clients better

Complacent accountants make way for the more strategic, advisory led accountant

Being an advisory led firm proves you don’t just look historically but look to the future for accounting clients

How a structured approach to accounting advisory works in a successful firm

Compliance still has a place for accounting firms but has many more challenges on value and price than advisory

The benefits of winning awards to an accounting firm, particularly with the marketing opportunities and inner firm confidence

Many accounting firms struggle more to find good talent than good clients

The secrets of winning accountancy awards and how they can help your accounting firm

Shout out to the accounting legend Paul Dunn who inspired many accountants to run outstanding accountancy practices

The power of Monday Morning Awesome Service Meetings for staff in a client centred accounting firm

The best way accountants can attract the kind of clients they want is by referral

There are three things an accounting firm needs in place to attract ‘A-Category Entrepreneurial Clients’

How a focus on specialist industry niche allows accountants to give better service, win more referrals and get more advisory business

How power circle work to generate new clients in particular accounting niches

How the International Accountants Association generates referrals on a global scale for smaller accounting firms

Referrals are not like good wine – they don’t mature and improve, so accountants must keep in touch with referral source sover time

It’s powerful for accountants to give referrals as a great way of getting referrals back

Value pricing for accountants differentiates them against competitors and serves clients better

Shout out to accounting pricing guru Mark Wickersham (https://wp.me/p9RNgp-uT (who appeared on this podcast here)) on price anchoring

Before accountants offer business advisory services, they should be doing business plans on themselves to walk the talk

Remaining passionate and excited about what you do is what accountants need to be successful

Feedback from accounting firm clients is essential, particularly with a tool like Net Promoter Score

The value of peer groups and masterminding with other accounting leaders and influencers

Shout out to Richard Walters, https://wp.me/p9RNgp-GM (Steve Pipe), Mark Wickersham and Andy Bounds for their services to the accounting profession

Accounting firms can get together to bring in trainers to share best practice and deliver CPD training

Money and knowledge should be shared, else they are like manure – if you pile it all up, it...

Tim Wilson OBE is CEO of MSI Global Alliance, a 28 year old association of over 250 independent law and accounting firms in over 100 countries. He leads a small team based in London which facilitates networking opportunities worldwide for MSI’s members.

Before becoming CEO of MSI, Tim worked in the charity sector and before that was an Army officer serving on several operations worldwide, receiving an OBE for leadership in Iraq.Shownotes:

Reasons why an accounting firm might join an international network

What separates MSI Global from other accounting networks

The power of referrals from firms in different geographical locations

The big difference between accountants and lawyers when it comes to serving clients and winning new work

The TWO BIG THINGS that separates the good from the great firms

Exactly what a client focus looks like in a top accounting firm

How sector specific expertise benefits an accounting firm

The biggest challenge accounting firms face if they want to grow

Understand, embrace, exploit and adapt – the four vital phases of success for accounting firms to deal with the threats and opportunities presented by technology

Where the opportunities are for large accounting firms who want growth over coming years

The importance of recruiting for soft skills and emotional intelligence for accounting firms wishing to grow

How can you be a trusted advisor without empathy

How millennials are affecting the talent pool for large accounting firms

Good accountants need soft skills as well as technical expertise. But can these be trained or are you born with them?

What’s coming up for accounting firms

How the robots and the humans will work together in coming years

Which is easier, commanding a regiment or commanding an international network of accountants and lawyers?

There’s a different world out there – it’s a multicultural world where one size does not fit all

How a knowledge of military strategy helps run a global professional services network

The road to character – are you on the right path? Are you more concerned with your career or your eulogy?

The power of networking to create a wealth of opportunities for business and career.

The vision for MSI Global – being relevant and enhancing value for their accounting and legal clients around the world

www.msiglobal.org

Extra bio: Tim served for 28 years in the British Army, leaving early as a Colonel in 2012 to become Director of Membership of Abbeyfield, an international care home provider. Broad international experience borne out of living and operating in Europe, the Middle East and the Balkans. Has worked extensively at the strategic and operational levels. He is married with 3 children and is a keen sportsman; he bobsleighed and played rugby and polo in his youth and now cycles and runs.

Dave Fisher is Director of Business Development in one of the country’s premier accounting firms, Duncan and Toplis. With a strong local presence across 11 offices throughout the region, the firm offers accounting services and specialist business advice to a range of clients in retail, manufacturing, technology, IT, GP practices, leisure, academies, nursing homes, engineering, agriculture, logistics and transport. Listen to this engaging interview with a battle-hardened BD heavyweight and discover:

The two things a good BD director in a large accounting firm is actually responsible for

The role of mindset and importance of ‘being fearless’ for accountants in winning work

How accounting BD has changed over the years, particularly in the many routes to market

The two distinct approaches to the BD Director role in large accounting firms – collegiate vz gorilla

Why a pure BD ‘hunting’ approach to handing work over can often be flawed in accounting firms

The key differences between sales, marketing and business development in accounting

The attributes and skills that make a great accounting work winner or business developer

What a ‘no’ really means when selling accounting services and winning new work

Why accountants are not mentally resilient enough, and what to do about it

Why it’s everyone’s job in your accounting firm to win business and create new opportunities

The power of the accounting BD Director, and how it can be good and bad

How winning work is different across professional services, say in accounting and law

Tips for setting growth targets in a large accounting firm

The importance and tools for tracking growth and new business in a large accounting firm

How accounting technology is changing the work winning game in accounting firms

Tips for hiring talent if accounting firms want to push BD and enhance work winning capability

Where the opportunities lie for the most lucrative business development activity in accounting firms

Relationship building tip for accountants: a simple measure of whether you like somebody or not

The challenges of GDPR and BREXIT in changing how accounting business is won

How far ahead plans are made when it comes to strategic growth in accounting firms

The importance of succession planning, not just for the accounting firm but for the work winning effort

The ONE THING accounting firms fall foul of in developing their people to win work

“You win or you learn‘ – an extremely effective philosophy for winning work in a large accounting firm.

https://www.linkedin.com/in/thedavefisher/ (Dave on LinkedIn)

Nilesh Shah has over the years specialised in international tax with a focus on US based clients whom he has advised on expanding their international footprint. His clients have ranged from large household names to tech start-ups. He took over as Chief Executive of Blick Rothenberg in February 2017.

Nilesh has considerable experience in MandA, both on behalf of clients and Blick Rothenberg having been heavily involved in our acquisitions since he took over as Chief Executive. He also sits on the Board of our parent company, Cogital Group as well as our international association, BKR. Shownotes:

The benefits of training and moving up the ladder from a small accounting firm

Blick Rothenberg has trebled in size over almost 3 years (200 people to 520 people) with zero change in their culture, values and ethos

The secret to growth is keeping things as simple as possible, no matter what size you get

The Blick Rothenberg culture revolves around people – happy people means happy clients

Insights on being private equity owned and driving growth through acquisitions

The key difference between small, mid-tier and large accounting firms from somebody who has worked in all three

The grass roots approach to modernising and driving change in an accounting firm

What an open accounting firm culture means when sharing information, numbers, vision and strategies

Doubts about how sustainable the partnership model will be for accounting firms down the line

What it takes to be promotable in an accounting firm like Blick Rothenberg

Who has it right, the older parents who gave up family time to work and build a career, or younger parents who flip this?

The challenges of succession, and why it motivates some accounting firms to sell because they have no natural exit

Why the accounting profession is in a confused state currently with the technological change happening

For accounting firms, a client’s perceptions of value doesn’t change, even if costs go up, which means greater efficiency is needed

The best accounting firms and brands fulfil a promise and do what they way they do on their website and in their values

The accounting profession is no different to any other service business like hotels, airlines or banks

Accounting clients still have not got used to ‘self help’ and DIY for a lot of basic things, and so still call their accountant

The service element is for accounting clients is not just around the personal touch but the whole experience of interaction with the firm

Growth in accounting firms comes from finding and hiring the right talent with commercial acumen

Younger partners in accounting firms are less driven by equity and longevity, but instead by personal satisfaction and achievement

The value of belonging to an international accounting network to serve clients with global interests

The ways in which accounting firms win work have changed over the years

Commercial acumen can be coached and trained, although some people have it naturally

The most frustrating accounting professionals are those who have no ambition to change or take risks.

In his spare time Nilesh enjoys travelling, playing golf, watching most sports and supports various animal based charities.

https://www.linkedin.com/in/https://www.linkedin.com/in/nilesh-shah-857698/ (Nilesh on LinkedIn)