private equity is redefining influence, and only agile, change-ready professionals will survive.
sponsored by 卡塔尔世界杯常规比赛时间 pro membership. get more! go pro! – see today’s special offer
subscribe to 卡塔尔世界杯常规比赛时间 podcasts anywhere: apple, google/youtube, spotify, iheart, deezer, amazon music, audible, player fm, audacy, rss.
go pro: see today’s best offers here
accounting influencers
with rob brown
in the next 36 months or so, nearly half of accounting leaders could find themselves labeled as legacy problems. that’s the stark prediction in the latest episode of accounting influencers, where host rob brown unpacks how private equity is fundamentally reshaping the rules of leadership, authority, and influence in the profession.
as private equity (pe) firms continue to invest heavily in accounting, they’re accelerating transformation—and not everyone is keeping up. “this is not just about writing big checks,” says brown. “it’s a power shift that rewards adaptability, speed, and strategic boldness over patience and technical seniority.”
pe-backed firms are promoting leaders three times faster than traditional partnerships. a 34-year-old being named chief growth officer over more senior partners is no longer an anomaly. these firms are prioritizing transformation-focused roles like chief innovation officer and head of digital transformation—and they’re assigning them to those who can execute swiftly.
“traditional firms reward patience and technical depth,” brown explains. “pe firms reward the ability to drive change and build high-performing teams.”
the show highlights three major shifts defining the new leadership model:
- decision-making speed: gone are the days of consensus-driven leadership. pe firms favor executives who make fast, data-driven decisions that produce measurable outcomes.
- condensed timelines: new leaders in pe firms are expected to deliver visible impact in 90 days—not years.
- expanded leadership scope: today’s accounting leaders must go beyond technical skills to master transformation, growth strategy, team development, and communication.
to avoid becoming irrelevant in this new landscape, accounting professionals must focus on four areas:
- transformation competency: learn and lead change management and digital transformation initiatives.
- growth mindset: speak the language of revenue, innovation, and impact.
- agility: make decisions with limited information and move swiftly.
- people leadership: guide teams through uncertainty with confidence and clarity.
brown also advises leaders to “practice ethical bragging”—documenting and communicating successes to remain visible and credible in an accelerating industry.
the episode concludes with a 90-day action plan for leaders seeking to future-proof their careers:
- audit your leadership style: are you operating under outdated norms?
- build transformation credentials: volunteer for bold initiatives and document results.
- expand your network: learn from peers in pe-backed firms.
“your biggest risk isn’t pe,” brown warns. “it’s becoming irrelevant.”
8 key takeaways
- pe firms are rapidly promoting agile, transformation-driven leaders—often bypassing traditional, senior partners who lack adaptability.
- many experienced leaders are being labeled as obstacles rather than assets because they resist change or rely on outdated leadership models.
- waiting 15 years to make partner and decades to gain real decision-making power no longer works in pe-backed firms that prioritize speed and innovation.
- the three major shifts redefining leadership are 1) faster decision-making replaces consensus-driven models; 2) condensed timelines demand visible results in 90 days or less; and 3) expanded leadership roles require transformation, growth, and people skills—not just technical expertise.
- pe firms reward those who can lead boldly, tell compelling success stories, and align with business growth—not those with the longest résumés.
- assess whether you’re operating under outdated norms and take action to become more visible, connected, and change-oriented.
- while technology is transforming accounting, private equity is reshaping leadership at a faster and more fundamental level.
-
four critical skills will determine future success. those who succeed will be able to:
-
- master change and transformation leadership.
- adopt a growth mindset and document measurable wins.
- make faster, risk-balanced decisions.
- inspire and retain teams through uncertainty.
2 responses to “in 3 years, 1/2 of accounting leaders will be irrelevant | accounting influencers”
thomas sienicki
with the aging of the accounting workforce, any firm can grow simply by acquiring the book of cpa’s who have been trying to retire for years. the log jam is not growth it is completing the work. pe does provide a huge amount of money that can be invested in technology which might provide the resources to get that work done.
anthony zecca
great insight and discussing the people/leadership impact of the pe explosion into accounting firms. the opportunities for younger, aggressive and smart professionals has never been more clear. pe has always invested in leadership and not just financials and investing in accounting firms is no different which will catch unfortunately force many firm leaders force to transform their leadership and results or face an uncertain future. to repeat an often repeated comment – in firms that have attracted pe or firms that wish to attract pe – “leaders must lead and not manage”. leaders need to provide transformative results and not just incremental results.