reflected in our growth strategy. I am committed to investing in a more diverse leadership and in change management to effect a mindset shift in the company towards a more agile, effective and inclusive model. I am, as I have said, deeply driven by the need to deliver quality service to our clients across all our service lines and in collaboration with all our regulators, thereby elevating our firm in the industry. Embracing the latest and smartest technologies is part of this commitment. I am further driven to create a space for women to make decisions and make their contribution felt more widely. They have talent and experience we must harness - bringing in women at senior partner and executive level will drive this intention. In summary, I am committed to making BDO a safe haven for diverse trainees and employees – more women, more people of colour. We will continue to invest in their growth and development and are already making key appointments at executive and senior partner level in this regard. Given your extensive experience in auditing, how do you leverage this in your role as a CEO, especially in managing financial risks and strategic planning? Auditing is about listening. The very word is derived from the Latin, audire, to hear. I have listened to my experience across companies and sectors, in auditing and financial services, and – again – there are key imperatives: quality in everything we do; integrity of governance across all our service lines; a determined emphasis on risk management and governance in an ever-changing business landscape; and transparency in our strategy, internally and externally. We have financial and non-financial milestones which we report on, clearly and responsibly. More broadly, I believe auditing has a role to play in creating a robust and secure economic ecosystem: sound governance will develop the economy and elevate the financial and social well- being of society across the board. As a leader, what principles do you adhere to when navigating difficult business decisions and market changes? My principles are these – and you will, I hope, see the pattern here: 1) A humility to lead with a cohort of other leaders in the organisation 2) A growth mindset 3) A dependence on trusted market intelligence 4) A robust execution bias in delivering on strategic targets 5) Confidence in myself, our C-Suite, our Partners and our colleagues as a whole 6) Quality delivered and measured across all that we do, with all our stakeholders 7) Commitment to having an impact on the industry and elevating society as a whole. What advice do you have for emerging leaders, particularly those in the accounting and financial sectors, who aspire to become CEOs? Again a few - but a few important - things: 1) We need mentors from within and outside our industry, people who can re-frame our reference points and shift our thinking. 2) We have to be learning continuously – the world will not stop for us: we have to find ways to keep up. 3) We have to be clear that leadership is both a responsibility and a privilege – and that our example can have a far greater impact on society than we might imagine. Leadership provides an opportunity, responsibility and platform to serve. Part of that responsibility is to create a diverse and inclusive workplace and sector that reflects the society in which we work – and that, to be sure, is to be playing the long game. A game I believe we can and must win. CEO Today Africa Awards 2024 - SOUTH AFRICA - - 53 -
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