As part of this year’s Top 100 Most Influential People survey, Accounting Today asked, “What would you like your professional legacy to be?”

The full responses of all the candidates are below. The full T100 list is available here. And to see who the Top 100 voted the most influential, see here.)

When I look back on my career, I want my professional legacy to be one defined by innovation, mentorship, and authenticity. I wish to be remembered as a trailblazer who embraced change and leveraged technology to drive meaningful advancements in the profession. By pioneering new methodologies and championing best practices, I hope to have contributed to the evolution and modernization of the accounting field. Equally important to me is the role of mentorship. I want to be remembered as someone who nurtured diverse talent and fostered growth among colleagues and mentees. In sharing knowledge, offering guidance, and inspiring others to reach their full potential, I aspire to have played a part in shaping the next generation of leaders. Finally, I want to have a legacy of authenticity—one of unwavering honesty, transparency, and genuine interactions. I hope to have inspired others to embrace their true selves, creating cultures of trust where authenticity is celebrated and valued. Ultimately, success to me would be marked by a career dedicated not just to professional success, but to the betterment of others and the industry as a whole.

— Lara Abrash, chair and CEO, Deloitte & Touche

That I gave the profession modern tools to make their jobs more joyful. 

— Justin Adams, co-founder and CEO, Aiwyn  

I want to leave the profession in a better place than it was when I entered it. I want  to make a difference in this profession that has given me so much joy. I don’t care  about how much money the partners make. Instead, I want to transfer what I have  

learned and the joy that audit brings me to the next generations so that they can  enjoy audit as much as I have and as much as I continue to.  

— Alan Anderson, founder and president, Accountability Plus

I want to affect how we guide young professionals.  Growing up, future potential firm leaders were given a tablet, driven to coaches for sports, or sent to tutors – for hours.  They have been trained under a micro-learning toolset to listen to “mentors” but lack the know-how to be bored. Being bored breeds creativity.  As a result, I hope my professional legacy will be remembered as a catalyst for leading leaders to accommodate change in the accounting industry. 

— Rachel Anevski, president and CEO, Matters of Management, LLC 

I aspire for my professional legacy to be the creation of a revolutionary global tax system that fundamentally transforms how individuals, businesses, and even artificial entities interact with taxation. My vision is to develop a system that can: 

1. Answer any tax-related question instantly and accurately. 

2. Take any necessary action within the tax realm efficiently. 

3. File any tax return globally, regardless of complexity or jurisdiction. 

4. Provide these services at the lowest possible cost, in many cases for free. 

The ultimate goal is to make the tax system perfectly fair and universally implemented. This system would serve all humans, regardless of their financial status or geographic location, and be adaptable enough to handle the inevitable taxation of robots and AI entities as they become more integrated into our economy. 

By achieving this, I hope to democratize access to sophisticated tax planning and compliance, level the playing field between individuals and large corporations, and significantly reduce the global burden of tax complexity and compliance costs. 

This legacy would not only revolutionize the accounting and tax professions but also contribute to greater economic fairness and efficiency on a global scale. It represents a fusion of cutting-edge technology with a deep understanding of global tax systems, aimed at creating a more equitable and transparent financial world for future generations. 

— Andrew Argue, CEO and co-founder, Corvee

He buried the billable hour and the timesheet across the professions.

— Ron Baker, founder, VeraSage Institute

The person who digitized business payments in America and eliminated paper checks. 

— Matan Bar, co-founder and CEO, Melio

I would like my professional legacy to be one of positive impact and continuous improvement. My goal is to leave everything better than when I found it, not just in my professional life, but in my personal life as well. This philosophy drives me to consistently seek ways to enhance processes, relationships, and outcomes in every role I take on.

In my career, this means I strive to:

Improve systems and workflows to increase efficiency and effectiveness and support my customers.

Mentor and develop colleagues, advocating for opportunities to help them grow professionally.

Contribute innovative ideas that propel the organization forward and drive customer success.

Build strong, collaborative relationships with team members, peers and stakeholders.

Tackle challenges with a solution-oriented mindset.

By applying this ‘leave it better’ approach, I aim to create a lasting positive impact that extends beyond my immediate contributions. I want my professional legacy to be one of meaningful progress and improvement, inspiring others to adopt a similar mindset of continuous enhancement in their own careers. This legacy of positive transformation is what I aspire to achieve throughout my professional journey.

— Elizabeth Beastrom, president, tax & accounting professionals, Thomson Reuters

I want my professional legacy to foster a culture where our people feel empowered, supported and inspired to bring their best selves to work every day. I want to be remembered for championing innovation and guiding RSM through times of significant change, ensuring that we remain a trusted advisor to our clients while staying true to our values. Equally important, I hope my legacy reflects a deep commitment to our communities – leading initiatives that made a tangible difference and set RSM apart as an organization that not only succeeds in business but also gives back in meaningful ways. Ultimately, I hope to leave behind a stronger, more inclusive firm where people are proud to work, and clients know they are understood and valued. 

— Brian Becker, managing partner and CEO, RSM US

I would like my professional legacy to be defined by the impact I’ve had on the people I’ve supported throughout my career. Helping others grow, both personally and professionally, has always been a priority for me. I hope to be remembered for empowering individuals to reach their full potential and achieve their career goals.

— Michael Bernard, VP, chief tax officer, Vertex

Since the beginning of my tenure as CEO, we’ve worked to foster a people-first culture. It’s one of our core values and a view that says, put people and culture first and growth will follow. We’ve been fortunate to see that approach validated, as more than 90% of employees said they feel they belong at BDO in our 2023 Pulse Survey. I would be proud if that is part of my professional legacy.  

I’d also like to be associated with another one of our firm’s core values – embrace change.  In a world where the only constant is change, we need to be more than open to new challenges – we need to embrace it. In the long run, that mindset can make your organization more innovative, agile and resilient. It can also set you apart from the competition, which is what happened last year when we were the first major US accounting firm to establish an ESOP. I believe this transformational move will strengthen our culture and make us more attractive to talent. That’s a legacy I’d be proud of. 

— Wayne Berson, CEO, BDO USA

Creating opportunities for professionals to use their time for thoughtful analysis and creative problem-solving and less time spent on tasks which involve less critical thinking.

— Joel Black, chair, Governmental Accounting Standards Board

I would like my professional legacy to be defined by my dedication to mentoring and guiding others. During my time in practice, I mentored team members directly under my supervision. As I transitioned from public accounting to a private role, my focus on mentorship has evolved. Today, I provide mentorship to firms as they transform or develop their client advisory services (CAS) practices. Having accumulated a wealth of experience over my career, I am able to share insights that many new professionals may not encounter, given the increasingly intentional and focused nature of modern work. Helping firms and individuals navigate this evolution, and understanding the significance of that progression, is crucial when managing change within firms. This commitment to fostering growth and leadership through mentorship is central to the legacy I hope to leave.

— Kimberly Blascoe, senior director, CAS professional services, CPA.com

I am incredibly proud to be a part of EY, and to have had the opportunity to strengthen the firm’s strong cultural legacy which embraces ethics, integrity and diversity. This is fundamental to the trust we build with clients, our commitment to upholding the Global Code of Conduct, and doing the right thing, always.   

Our culture is part of our 100-year legacy, but it is by no means static. During my tenure as US Managing Partner, I’ve made it a priority to listen deeply to the perspectives of our partners, our people, our clients and our stakeholders – and to embrace the opportunity to evolve and adapt.    

As a result, while working closely with our Chief Ethics & Compliance Officer, our US Leadership team has put additional focus on engaging all our people – from our newest hires to our most senior partners – to be stewards of our culture. We’ve taken an objective look at our policies and practices to make sure that they reinforce our values and emphasized the importance of ethics and integrity through experiences, communications and training. 

Another important way we have strengthened our culture is by demonstrating a commitment to the principles of diversity, equity and inclusion, and creating an environment where mentorship and coaching are valued and recognized.  

My legacy will live on in our next generation of leaders and in their commitment to EY values and driving quality.  

— Julie Boland, U.S. managing partner & Americas managing partner, Ernst & Young

As someone with the honor to lead the business my father founded, my professional legacy would be one where we build on the solid foundation my father created, while expanding and evolving the business to meet the opportunitiess of the future. I hope to be remembered as a leader who respected tradition but wasn’t afraid to innovate. More than anything, I want the legacy to reflect not just the success of the business, but the positive impact we had on our employees, clients, community and the accounting profession.

— Jim Boomer, CEO, Boomer Consulting Inc.

My Massively Transformative Purpose (MTP) is to inspire and guide financial professionals and their clients to sustainable financial freedom. Hopefully, this will lead them to other freedoms (time, purpose, and relationships).

— L. Gary Boomer, founder, visionary & strategist, Boomer Consulting Inc.

Jim was one of us. He understood what it took to build and service a tax practice, an audit practice and an advisory practice. He wasn’t just some consultant that told us how he thought we should do it, he did what we did and spoke from experience. Jim was more in tune with technology as it relates to our profession, than any CPA on the globe. He took the wizardry out of technology and made it simple for us to understand. 

— Jim Bourke, managing director, advisory services, WithumSmith+Brown

I aspire to be remembered as a selfless and empathetic leader who was always available to help others achieve the professional and personal life I now enjoy.  I am dedicated to assisting as many individuals as possible to help them create their dream firm, complete with a caring team, respectful clients, and a strong, consistent cash flow.

I also hope people remember the moments where I inspired and motivated them whether it was through a webinar, keynote, or one-on-one exchange. My goal is to ensure that nearly everyone I encountered felt better off after our interactions than before.

— Dawn Brolin, CEO, Powerful Accounting

I would hope my legacy would be to inspire others, including our young professionals, to strive for quality, excellence, and serving the public interest (including through involvement in the standard-setting process), while taking care of your team and having some fun along the way.  

— Jennifer Burns, chief auditor, AICPA-CIMA

I strongly believe that accounting is the language of business. It’s an integral and necessary function for businesses to thrive, and I hope to usher the next generation of accountants into the profession during this exciting, rapidly changing time. Quality is at the forefront of what we do, and I hope to continue to deliver for our clients the best we can, while offering new and exciting opportunities for CPAs in the profession. 

Mentoring the next generation and embracing technology like AI to enhance our Assurance practice are key focuses for me. AI will enable the audit profession to do more, expand into new services, and transform the client experience. I plan to help PwC be at the forefront of this. By adopting responsible AI practices and continually upskilling, the industry can lead this technological evolution, driving real impact and delivering unparalleled value.

Leading by example, I strive to balance professional and personal life, encouraging others to bring their whole selves to work. I aim to build a positive culture centered on quality, integrity, and well-being, emphasizing the importance of in-person learning, mentoring, and team building. I hope to inspire other women in the field as well, guiding them through mentorship programs. 

— Deanna Byrne, U.S. assurance leader, PwC

I would like my legacy to be one of practicing with integrity, serving as a trusted business advisor to our clients and creating opportunities for others within the firm achieve their goals and aspirations.

— Jeff Call, managing Partner, Bennett Thrasher

I want my professional legacy to be one of empowering others to embrace change, achieve meaningful growth, and create lasting impact. I hope to be remembered as a leader who not only helped businesses develop strategies for success and achieve results but also prioritized the human side of change—helping individuals and teams navigate transitions with confidence and clarity.

By driving impactful strategies and helping firms build cultures of continuous improvement, I hope to leave a lasting legacy of leadership and positive change. I also want to be known as a thought provoker who asks the right questions to spark new trains of thought and encourage fresh perspectives. If my work inspires others to lead with empathy, build strong relationships, and foster continuous growth, then I will feel I’ve left a lasting and meaningful legacy.

— Arianna Campbell, shareholder and COO, Boomer Consulting Inc.

As a first-generation immigrant, the sacrifices my parents made are never far from my thoughts. Their courage to immigrate to this country and give their children a shot at the entrepreneurial American Dream has made a lasting impression and serves as strong motivation for wanting to build a truly impactful company in Fieldguide. 

My commitment to fostering innovation and sharing my entrepreneurial spirit goes beyond my role as a co-founder. I love networking with and mentoring entrepreneurs within the CPA profession, focusing on inspiring and empowering others—qualities I believe are critical to an entrepreneurial mindset. I strive to embody a growth mindset and to instill it in my colleagues, teams, and everyone around me, emphasizing

continuous learning and improvement. By inspiring others to achieve greatness, I aim to create an environment where innovation thrives. I’m always on the lookout for opportunities to innovate within the company and across the industry, whether through new business models, streamlined workflows, or emerging technologies. 

My entrepreneurial journey has been a defining part of who I am—from leaving a secure career to pioneering AI technology, mentoring others, taking risks, overcoming obstacles, and building a culture of innovation and values-driven leadership. Courage, perseverance, and resilience are qualities I hope to inspire not only my team at Fieldguide but also the broader industry. 

— Jin Chang, CEO, Fieldguide 

As a perpetual early adopter and innovative thinker, I aspire to be remembered for my contributions to the “intersection of technology and accounting” (I remember when there weren’t even any street signs!). My deep passion, tenacity and curiosity, have led me to embrace new technologies and methodologies ahead of others, then share these observations and recommendations via my lively “Inspector Gadget” presentations.  I hope these presentations have been inspirational, empowering, and truly enabled attendees to “work smarter/better every day!” 

— David Cieslak, EVP, chief cloud officer, RKL eSolutions LLC

For my professional legacy, I want to be remembered as a leader who deeply valued and strengthened community, inclusivity, and growth within our association. I would like my impact to be measured by the increased opportunities, resources, and support I helped provide for members, fostering an environment where diverse perspectives are celebrated, and all voices are heard and valued.

I hope to leave behind a culture of innovation and inclusiveness that extends beyond my tenure. This legacy should demonstrate how intentional, inclusive leadership and a commitment to forward-thinking strategies can not only elevate an organization but also empower those within it to flourish. 

Ultimately, I hope to be remembered as a catalyst for positive change, who championed the value of collaboration and partnership, both within the association and through our partnerships, helping the organization and its members thrive in a dynamic and sustainable way.

— Rhonda Clark, executive director, Association for Accounting Marketing

I said my favorite quote is to leave everything you do better than you found it, so to that end, I want to have a positive impact on the profession and be instrumental in moving the profession forward when it comes to building equitable and inclusive workplaces. I want to have a role in helping evolve the individual mindset to naturally see beyond the familiar and welcome difference. It is my hope that I (through AICPA efforts) can be impactful in helping our member organizations advance DEI in their workplaces. That we build a foundation of support where members know they can go for guidance and support. 

— Crystal Cooke, director, diversity and inclusion, AICPA & CIMA

If at my retirement party one person came up to me and said you made this  profession fun for me, that is all the legacy I need.  

— Randy Crabtree, partner, co-founder, Tri-Merit Specialty Tax Professionals

“She knew how to grow enterprises and shared her knowledge generously with others.”

— Gale Crosley, CEO and founder, Crosley+Co.

I’d like to be known as someone who worked passionately to build the CPA profession toward long-term success.  It’s very easy right now to focus on short-term wins.  While short-term wins are important for momentum, in my role at PICPA I see it as my most important role to think about what the profession will need in the long-term to sustain its place of trust and relevance.  Those things are not guaranteed right now, and I see far too few leaders in the profession placing emphasis on the long term.

— Jen Cryder, CEO, Pennsylvania Institute of CPAs

I would like my professional legacy to be that I have made a lasting impact on hundreds of firms and professionals by helping them grow and develop their Client Advisory Services (CAS) practices. My goal is not only to drive the success of CAS but also to support personal growth for professionals through continuous learning and development. I want to be remembered for contributing to the financial success of firms, professionals, and the businesses they serve, creating a ripple effect of growth, innovation, and positive change throughout the industry

— Deborah Defer, director of CAS Consulting, Woodard

One thing we’ve always talked about at EY is that our partners want to leave the firm in a better place than when they joined it.  For starters, I would love to retire knowing I had an impact to make EY a better place.  Beyond EY, I would like my legacy to be inspiring the next generation of accounting professionals – and the passion they bring to the work we do and our role in the capital markets. 

Everything we are doing to transform our audit practice – from simplifying and standardizing to our investment in technology and future-forward skills – is built on a strong foundation of quality and commitment to excellence.  Our transformation is creating better experiences for our people and clients.  Since becoming Americas Vice Chair of Assurance in July of 2023, I’ve been a champion for driving continuous improvement through the practice and making it an integral part of everything we do. This has had a positive impact on the way teams approach every aspect of the audit, from risk assessment to financial tie-out. It has empowered all of our professionals to tackle problems and think about ways to improve every day.  It’s brought new energy to our communications with each other and with our clients and has been the impetus for technology-led innovation. 

I am especially proud of the ways in which this relentless focus on continuous improvement has shaped our $1B investment in Talent and Technology. My purpose has always been to invest in the future, which not only means a commitment to the next generation of talent, but also a responsibility to build trust in financial reporting and the capital markets. It is my hope that the work I am committed to, both inside and outside the firm, positively impacts the next generation.

— Dante D’Egidio, vice chair, Americas assurance, Ernst & Young

Over my 30-year career, I’ve focused my efforts on making an impact on the people I serve, helping individuals achieve their professional and personal career goals through education, training, and certification. There is a tremendous sense of pride and personal fulfillment when you play a small part in helping individuals achieve a major milestone in their career journey.

I hope that my legacy can entail playing a role in getting the accounting profession over a key threshold/hurdle at a pivotal time. We face great risk – a shortage of talent and rising complexity – but also a great opportunity to fully modernize the profession in line with the seismic changes taking place. IMA is at the center of all this, and I hope the measures I’m embracing and driving forward, in conjunction with my amazing team, will propel the profession forward. 

— Mike DePrisco, president & CEO, IMA

To be a grower of people and businesses. To use my influence to help people and business thrive in whatever small or big interactions we may have had. 

— Sarah Dobek, president and founder, Inovautus Consulting

The theme I adopted when I became president and chief executive officer of NASBA is “innovate, collaborate, succeed.” As a legacy, I hope that NASBA continues to build upon its past successes by incorporating technology in the services it provides while continuing to build upon the strong relationships it has established with its member boards and other key stakeholders. NASBA, State Boards of Accountancy, and the profession as a whole will benefit from these efforts. 

— Daniel Dustin, president & CEO, NASBA

I have successfully navigated both the accounting and technology industries. I have worked at NASA Goddard, Motorola, KPMG, Prince George’s County Government, Oracle and now KET Solutions. These are industries that do not naturally evolve from one to the other but because I have learned how to learn, I increased my scope and responsibility from one role to the next. Over the years, I have been blessed to do things that I really enjoy using an AND approach. I want my professional legacy to inspire people from all backgrounds to think not in terms of OR but to think AND instead. Do not ask Why? Ask Why not? Why not pursue accounting acumen AND leverage technology? Yes, it would be great if they were CPAs, however our profession requires accountants, technologists, human resources professionals, marketing leaders, public relations, facility managers, etc. Yet with a background in accounting, our vested stakeholders can become allies to help protect the public interest and ethical decision making no matter where or how they serve the profession.

— Kimberly Ellison-Taylor, founder and CEO, KET Solutions LLC 

I’d like my professional legacy to reflect my commitment to building others up and contributing to the success of teams, ultimately leaving the industry we serve in a better place. After spending 20 years in practice, I transitioned to the tech side, where I’ve focused on fostering relationships with accountants. This shift was driven by my desire to help firms struggling to evolve beyond traditional models. By embracing technology, I believe I can facilitate broader progress within the industry.

I find that the true impact of this work is evident when engaging directly with people—whether through in-person interactions or feedback from partners. My goal is to be remembered for creating an environment where professionals feel supported and empowered to innovate and succeed.

— David Emmerman, head of enterprise, US, Xero

First, my involvement in NCCPAP has been my giving back to my profession.  I would want my profession to have the respect that is due to it.  We are not just number crunchers.  

Second, I would want my clients to know that everything that I have done for them is in their best interests. We try to explain to our clients what is going on with their individual situation – remember, not every client is the same, each one has their own circumstances which may or may not apply to those of their neighbors, friends, and business rivals/competition.  Very now and then a client will say that their neighbor had a situation and result, and I have to tell them that I am not their neighbor’s CPA, that I do not know what the neighbor’s facts and circumstances are.

— Neil Fishman, president, National Conference of CPA Practitioners 

I want to be known as the champion for boutique accounting, and in a broader sense, someone who championed people. I want to be known as someone who didn’t think I was here to disrupt or shake things up, but instead worked smartly and intentionally to help the industry evolve and keep up with change. I believe my mission is to preserve what’s great about these small firms, while supporting and arming them with what they need to keep up. I hope people see me as someone who saw what was great about the industry and built on that, and built people up along the way. 

— Reyes Florez, CEO and founder, Platform Accounting Group 

I would like my professional legacy to reflect that I moved the accounting profession forward and helped individuals become the best versions of themselves. I believe that leadership is about inspiring people to discover their potential and empowering them to grow both personally and professionally. I am committed to fostering a workplace where humanity and compassion are at the core, and where we treat one another with respect and understanding.

I align with Simon Sinek’s philosophy from his book The Infinite Game: “An infinite-minded leader works to ensure that team members, customers, and shareholders remain inspired and engaged, contributing to a future that we are all invested in.” For me, it’s not just about advancing the profession or achieving success; it’s about creating an environment where people feel valued, motivated, and equipped to make a meaningful impact in the world.

— Denise LeDuc Froemming, president and CEO, California Society of CPAs

I would like to be remembered as someone who built meaningful  relationships and helped those around me—my clients and my teams— thrive. I aspire to lead our organization into the future by investing in  technology, talent, and organizational transformation to best serve our  clients, our people, and the capital markets. My goal as CEO is to drive the  enduring success of Deloitte, ensuring its prosperity and market leadership  for another 180+ years. Additionally, I aim to make a lasting impact on the  communities where we live and work, fostering sustainability, equity, and  trust, and contributing to the well-being of society. 

— Jason Girzadas, CEO, Deloitte US 

For 175 years, PwC has built trust and delivered sustainable outcomes for our clients, people and the capital markets—and that trust and value is at the core of everything we do. I will build on that foundation. As our clients navigate an increasingly complex world—shaped by evolving regulations, AI transformation, geopolitical uncertainty and more—our partners and people will be at the forefront with leading-edge knowledge, capabilities and technology. Said differently, PwC will be known as the firm that drives its clients to the leading edge and as the world’s premier developer of talent. Human-led and tech-powered is real, and coupled with the right experience and strong values, this is a differentiator for the capital markets. 

— Paul Griggs, US senior partner, PwC

I would like to be seen as someone who is an advocate for the profession and for the individuals in the profession. I want everyone I work with and coach to feel as if they have learned something or improved as a result. Everyone has a superpower, and I like helping people uncover what it is – whether they are a Managing Partner, a new staff member, an association Executive Director, etc. I hope they feel I offer a unique perspective and have overcome many personal and professional challenges in my career. I hope to use these experiences in my work with others. I love to build things and feel that if you can uncover your passions and work hard to create things you love, you never grow tired of these things. I also think you can work hard and have a successful career without losing sight of the things that are most important – your family, friends, relationships, health, and experiences, for example. I want people to see themselves as valuable, capable, and successful. Then I want them to help others feel this way as well. 

— Angie Grissom, owner, chief relationship officer, The Rainmaker Companies

I hope that I can look back and say that I facilitated a bilaterial understanding of perspectives between private companies and those who set the audit and accounting rules impacting private companies which led to financial reporting that is more responsive to the needs of the very broad private company constituency.

— Thomas Groskopf, technical director, AICPA’s Center for Plain English Accounting 

As the first CEO of color for NYCPA (and a Past National President of  NABA), I suspect much of my legacy will focus on that. But, while I am quite  proud of that, I also would like my legacy to be that I was a staunch advocate  for the accounting professional and the public, and that I helped transform  the profession for the best and provided opportunities for future generations  of accountants. 

— Calvin Harris Jr., CEO, New York State Society of CPAs

I want my legacy to be one of service and impact. I hope to be remembered as someone who was genuinely helpful—whether it was guiding clients through complex issues, supporting coworkers, or making a meaningful difference across the accounting industry.

Through my advocacy efforts, I’ve worked to simplify complicated regulatory matters and push for greater transparency and efficiency in the profession. I also take pride in helping hundreds of firm owners find their path to success within the Padgett network, where they’ve been able to build firms they’re proud of—businesses they love working in today and that others will want to acquire in the future.

At the end of the day, I want to leave the profession better than I found it, having played a part in making it more accessible, supportive, and sustainable for those who follow.

— Roger Harris, president, Padgett Business Services

I aim to make an impact in my small niche in the industry. I want to help along the ESG and DEI initiatives within the industry and see them grow and flourish for years to come. I want to help ESG be the reason the accounting talent pipeline begins to fill again and to help build an inclusive environment within our industry so everyone feels welcome.

— Jennifer Harrity, ESG & sustainability director, Sensiba 

To inspire a cohort of individuals that will lead the next generation of accounting technology, by bridging the gap between traditional structure and next-gen innovation.

— Isaac Heller, CEO, Trullion

 I want to create a movement of business advisors leading business owners to align with their true north and build businesses based on purpose and vision.  A legacy is a story that is compelling enough for others to carry it on after you.  I am actively building the excitement around vision casting so that those within my sphere of influence (and hopefully rippling outward) feel emboldened with courage and determined to live their lives and businesses ON PURPOSE. 

— Patricia Hendrix, executive vice president of communities, Woodard

My work elevating and accelerating our Profession to adapt and thrive in the 5th Industrial Revolution and age of AI and to ‘make sense of an exponentially changing world! These initiatives are part of this legacy – CPA Vision Project 1999, CPA Horizons 2025 (in 2011), CPA Convene 2021, and Future of Finance.

— Tom Hood, EVP business engagement & growth, AICPA-CIMA

I’d love to be remembered as a trusted catalyst for positive evolution.

— Michael Horwitz, executive director, BDO Alliance USA

Built a forever company (Rightworks), leading the accounting profession forward through the adoption and use of technology.

— Joel Hughes, CEO, Rightworks

My professional legacy will be pushing forward positive change for members and the profession and how it’s reflected in the issues that I advocate for on members’ behalf. Just being there to support everything that our members will be facing throughout every stage of their career is important to me. This touches on various areas of practice, the pipeline and finding solutions, regulations and licensing. The changes for licensing being put forth are rapidly underway and considering the new pathways and proposed changes to draft model language in the Uniform Accountancy Act (UAA), that will be a very important issue. In addition, AI will be a gamechanger for accounting professionals to do their work in accounting, and what I, along with the NJCPA, can do to support their learning is key. 

— Aiysha Johnson, CEO and executive director, New Jersey Society of CPAs

I want to be remembered for integrity, authenticity, and innovation. I must teach others how to use tools today, strategically plan for the future, and equip others to become the leaders and innovators of tomorrow.

— Randy Johnston, CEO and founder, EVP, NMGI and K2 Enterprises

I would like my professional legacy to be that I served in my career with honesty and integrity, and that I left things a little better than when I arrived.

— Richard Jones, chair, Financial Accounting Standards Board 

My professional legacy is grounded in helping others grow and succeed—whether that be clients with  their businesses or individuals. Mentoring has always been a cornerstone of my career, and I’m fiercely  passionate about lifting others up. I make time for coffee chats, one-on-one sessions and I often bring  others into my meetings to help them build their networks. As a woman in a male-dominated field, I’ve  made it a priority to speak up, share my perspective and help diverse voices be heard at every table I’m a  part of. 

I also want to help others feel comfortable being unapologetically themselves. Authenticity is key to  everything I do. To me, showing up as your whole self every day is crucial, and giving others the space to  do the same is just as important. Sometimes, I show up with pink dye in my hair, which might surprise  people—but it’s authentically me! I believe that embracing who you are makes you stronger as a leader. 

In addition, being a wife and a mother to three boys fuels my passion for supporting working parents,  especially mothers. I believe it’s essential to support parents not just when their children are young, but 

throughout their parenting journey as their needs evolve. I hope my efforts to empower working parents  create lasting change in how we support them through every stage of their lives. 

In everything I do, I aim to use my voice and my position to open doors, advocate and make a meaningful  impact for others. That’s the legacy I hope to leave behind. 

— Kathryn Kaminsky, vice chair – Trust Solutions co-leader, PricewaterhouseCoopers

I look back over the last three decades of CPA firm consulting and can say I am very proud to be part of the evolution and growth of information technology within CPA firms, providing firm owners with confidence and direction to move ahead.

— Roman Kepczyk, director of firm technology strategy, Rightworks

I made a difference in the lives of the people I worked with and the lives my clients.

My leadership declaration statement through coaching many years ago : “Who I am as a Leader is an Inspiration to People Exploring the Unthinkable”.  I carry that with me in the work that I do and in my actions.

— Lexy Kessler, mid-Atlantic leader, Aprio, and vice-chair and board member, AICPA

I want everyone to feel that I worked hard to support them in achieving whatever they define as success. I love the work I do at my firm, and I love being part of this industry because I’m surrounded by so many incredible people who want to do the right thing for their peers, their clients, and the greater good. I want to have been a part of the support system for their success — by asking tough questions, challenging the status quo, and helping those who might not get a chance to be heard to have their moment “at the microphone”. 

— Courtney Kiss, president, Association for Accounting Marketing 

That I helped kill the idea that business is a zero-sum game and that profits are somehow evil. I believe that entrepreneurs continue the work of creation and that the purpose of business is to promote human flourishing. 

— Ed Kless, meta consultant, Sage

That I did what is right for the profession and our members even when it was hard.

— Jeannette Koger, VP, experience, Association of International Certified Professional Accountants

I would like my legacy to be that I was always there to help others, whether they were individuals, teams or firms; also, that I was a thought leader in the continual transformation of the accounting profession, both in terms of strategies for growth and talent, as well as strategies for client success. 

— Allan Koltin, CEO, Koltin Consulting Group

I’d like to be remembered as an authentic leader who worked tirelessly to help others achieve their goals and contribute toward the profession being the best profession in the world. 

— Mark Koziel, incoming president/CEO, Association of International Certified Professional Accountants, AICPA & CIMA

To be honest I never thought of it, but could loosely translate it into a version of what I try to do every day, which is to inspire my clients with new ideas, engage with them in a dialogue, and provide fresh perspective. This speaks to a strong focus on relationships. If, upon my retirement, someone says something in this vein I would be thrilled.   

— Art Kuesel, president and founder, Kuesel Consulting

Those people I have influenced will tell you they are more intentional in their lives.  By being more intentional, they have become healthier, they have become better leaders, and better human beings. And due to that, they have had a stronger positive impact on those around them.  Their teams are stronger, their organizations are stronger, and the profession is stronger.  They have lived closer to their true potential, and the world is better because of that. 

My impact in helping them become better leaders and human beings was not about sharing my great wisdom and answers, but instead about providing them space, structure and support to uncover their own answers, their own meaning, and their own actions that helped them get to where they wanted. 

— Brian Kush, principal and co-founder, Intend2Lead

I’ve always believed SMBs are not just the backbone of our economy; they’re the heart of our communities. My hope is that my legacy in building BILL, along with the BILL team, will be empowering these businesses and the accountants who support them.

— René Lacerte, CEO and founder, Bill

I would like to retire one day knowing that I made a genuine, positive difference in the profession and for the taxpayers, and that I’ve been a good influence on the next generation of CPAs. When I’m done, I want to walk away knowing I impacted people’s lives for the better through tax policy.

— Melanie Lauridsen, vice president, tax policy & advocacy, Association of International Certified Professional Accountants

CLA is an independent partnership, one of the few remaining large partnerships in the accounting and professional services world.  We built upon what those who came before us accomplished. That’s where the phrase, “standing on the shoulders of giants” comes in. Our legacy means leaving a firm even more robust for the next generation. I want to be able to say we took something great and made it even greater so the next leaders in CLA will be able to build on what we accomplished. 

Beyond that, I like highlighting the CLA partnership model, and why it remains relevant in this time of “deal mania” in the marketplace. There has been a seismic shift in industry, with the influx of external funding, increased interest in public markets and increased M&A activity. This has gained National attention about the future of our industry, but CLA’s track record of success demonstrates the power of the CLA partnership. We believe in having strong management and being good stewards of our dollars, and having an ownership group that is willing to invest in the future. That’s why we are able to attract other firms to join us, fund efforts like bringing in generative AI pioneer Engine B to the CLA family and commit to investing $500 million into AI in the next 8-10 years. 

 — Jennifer Leary, CEO, CLA 

I aspire for my professional legacy to be one of transformation and empowerment in the accounting and internal audit professions. I want to be remembered as a leader who helped bridge the gap between traditional accounting practices and the digital future, pushing the boundaries of what accountants and auditors can achieve. My goal is to leave behind a more dynamic, technologically adept, and strategically valuable profession that plays a crucial role in organizational success and integrity. I hope to be recognized for my efforts in elevating the next generation of accounting professionals, championing diversity and innovation, and fostering a culture of continuous learning and adaptation. Ultimately, I want my legacy to be reflected in a profession that is more resilient, respected, and integral to business strategy and ethical governance than ever before.

— Mike Levy, CEO, Cherry Hill Advisory

I want to be remembered as a person people could always count on to help them and to be there for them. 

— Bob Lewis, president, The Visionary Group

I want to be thought of as a person that you wanted to spend time with. Relationships drive everything in the professional world, people do business with people they like. Being remembered as an individual who was likable and offered value at the same time is a great legacy to shoot for.

— Doug Lewis, managing director, The Visionary Group

I aspire to leave a lasting impact on the audit profession by fostering an environment where trust, integrity, and transparency are paramount. Grounded in the mission of the Center for Audit Quality—to enhance investor confidence and public trust in the audit profession—I aim to champion initiatives that promote audit quality, advocate for the importance of independent auditors, and drive meaningful engagement with diverse stakeholders. 

I also hope to inspire a profession that values inclusivity, ensuring that the profession not only meets the evolving needs of the market but also reflects the diverse communities it serves. Ultimately, I want my legacy to be one of unwavering commitment to excellence in audit practices and the advancement of a profession that contributes positively to society.

— Julie Bell Lindsay, CEO, The Center for Audit Quality

I aspire to be remembered as a catalyst for clearer communication between regulators, technology providers, and businesses. My goal is to have helped create a framework where compliance is both minimally burdensome and a pathway to smarter business operations. If I’ve moved the needle in making sales tax compliance meaningful more manageable and affordable, I’ll be happy.

I also hope to be remembered as a leader who educated and inspired the next generation of tax professionals. I aim to build a foundation of knowledge and mentorship that encourages continuous learning and enables the career growth of the members of my team. 

— Charles Maniace, VP, regulatory analysis and design, Sovos

As a CPA, I would like my legacy to be that I always had the best interests of my clients in mind through my dealings with them whether it be related to issue resolution, tax planning and preparation.  Our clients are the backbone of our firms while staffing is the heart and soul.  Even if the result is not what the client was hoping for, if they feel that my involvement with them made their life better than it is a bonus.

With regards to my roles within NCCPAP, I would like my legacy to be that small firm practitioners find themselves in a much better standing professionally thanks to the advocacy work that I perform.  Knowing that the small firms have a voice through my work makes the time and effort worthwhile.

— Stephen Mankowski, co-chair, National Tax Policy Committee, NCCPAP

That I helped my fellow CPAs help their clients grow and succeed.

— Gene Marks, president & CEO, The Marks Group PC

I would like my professional legacy to be one of leadership grounded in integrity, trust, and collaboration. I would like to have championed an inclusive culture at Wolters Kluwer Tax and Accounting that inspired others to succeed, drove real innovation and put our customers at the center of our thinking.

— Jason Marx, CEO, Wolters Kluwer Tax and Accounting

Above all else, we are gatekeepers of the capital markets. Whole economies depend on us. I’m proud of that, and I’m hopeful that when I’m done, I will have done my part in maintaining and strengthening the trust imbued in CPAs.

— Carl Mayes, managing director, professional practice group, Aprio

I would love my legacy to be that I made a meaningful difference in people’s lives. When I’m no longer here, I hope people will say:

• She mentored and supported me, and I credit her for building my confidence and helping me get to where I am today.
• She fostered a culture where people came first, where we could be open and transparent about our lives and feel supported in balancing what matters most to us, including work.
• She made a significant impact on the profession by offering innovative ideas on how to work smarter and engage professionals across all levels and generations.
• She was a forward thinker who always prioritized the profession and her firm above her personal interests.
• She was a master at building trust and influence, and as a result, helped move the profession forward.

— Carla McCall, chair, AICPA

I would like my professional legacy to be defined by the transformative impact I’ve had on the accounting profession—not just by building Client Accounting Services (CAS) practices, but also by helping others achieve their true potential and giving people the confidence to try anything. Throughout my career, I’ve drawn inspiration from many sources, including the wisdom of elders and those who have paved the way before me. I’ve always believed in respecting and learning from those with more experience, taking their insights and combining them with innovation to drive forward-thinking change.

A key part of my legacy is giving back to the community—whether through mentoring future leaders, especially women, or by sharing my own journey and experiences with others. I believe in the power of storytelling and sharing wisdom, to inspire others to push past their limits and pursue their goals with courage. Like a ballerina perfecting her craft, I have always valued continuous learning and the willingness to try, even when afraid of failure.

My hope is that I leave behind a profession where accountants are trusted advisors, deeply embedded in their clients’ success and committed to their growth. My legacy would not just be about innovation but also about spreading positivity, joy, and kindness to others. By embracing creativity, learning from elders, and fostering community, I aim to leave behind an accounting profession that is not only innovative and inclusive but also driven by a spirit of service and lifelong learning.

— Dixie McCurley, partner, outsourcing & resource solutions, Cherry Bekaert

Legacy is something that other people decide, not me. I do hope, however, people understand the passion that I have had for the profession and the spirit in which everything that I did was for the betterment of the profession and with a long-term view. I think that we have played a big part in enabling the success of the profession and by virtue of that success, the success of society and business. 

It is important to point out that whatever has been accomplished or whatever anyone thinks about a legacy, is not accomplished by a single person. We have on an annual basis more than two thousand volunteers serving on one hundred plus different committees and task forces. We have a phenomenal staff that work extremely hard to instill a passion for the profession and with members. And they deliver that in a fantastic way.

So, the reality is in my thirty years in accounting, and for three-year terms on committees, there have been more than 25,000 volunteers that have contributed to our profession and to our organization. All those people and all our staff now and in the past deserve credit for what anybody might attribute to these past thirty years. 

— Barry Melancon, president and CEO, American Institute of CPAs; CEO, Association of International Certified Professional Accountants

I’d like to be known as someone who introduced a non-accountant perspective into the accounting profession and inspired the profession to think differently about how they approach their strategies, how they use technology, and the role of the profession in enabling small & midsized businesses.

— Kalil Merhib, VP, growth & professional services, CPA.com

At the end of the day, what you leave behind is the impact you have on people. To that end, I want to invest in future leaders of technology and guide them to be focused on the value they’re delivering to their customers.  Beyond that my hope is that I leave the people I come across, whether partners or customers or teams, to look at technology as a tool in our tool belts to solve problems, and not as solutions themselves. 

— Ariege Misherghi, SVP & GM of accounts payable, accounts receivable and accountant channel, Bill

I would like to be known as someone who has helped people throughout the profession elevate their sense of purpose, positively impact the lives and businesses of their clients, achieve their highest goals, and generally love what they do.

I do this by taking the intimidation and complexity of business development and client service, and transforming it into an exciting and achievable initiative through using intuitive concepts and frameworks which are easy to adopt and implement.

I believe everyone has something special to offer, and I am passionate about helping them find and leverage it. Doing so removes the mystery and intimidation from business development best practices and gives professionals the opportunity to implement these concepts using their own passions and gifts.

— D. Scott Moore, owner, The Rainmaker Companies

That I helped a lot of students be prepared with both soft skills and technical tax skills to help grow a rewarding career for themselves while following rules of conduct and finding ways to help more people understand our tax systems.

— Annette Nellen, professor and director of MS taxation program, San Jose State University

To have transformed how accountants earn continuing education and influenced positive changes in the accounting profession.

— Blake Oliver, founder & CEO, Earmark

Over the past year, I have led my team to continue building the business case for technology to fuel positive change across the accountancy and audit professions, fostering career growth and business productivity. We’re enabling accountants to do their jobs better than they ever have before by embracing the possibility and potential of what technology can deliver. 

In broader terms, I want my professional legacy to be about building great teams and making a real difference in companies that are driving change. As a CEO, it’s crucial for me to lead by example, showing vulnerability so that others feel safe to do the same. There’s a quote by Patrick Lencioni that resonates. “The only way for the leader of a team to create a safe environment for his team members to be vulnerable is by stepping up and doing something that

feels unsafe and uncomfortable first.” Ultimately, my goal is to create the space for my team to excel at what they’re great at, empowering them to make the impact they’re capable of. 

— Dave Osborne, CEO, Caseware 

I want my Radical ways to be adapted by “New Firms” at scale. This new firm will be focused on advisory services and have technology at its core. I’ve already had an amazing impact on so many professionals’ lives by sharing my Radical ideas, but there are still too many non-believers. Those folks won’t be convinced until we can prove being radical can happen at scale. I’m not going to stop until that happens!

— Jody Padar, advisor, Trillion, Bluej and April

I would have contributed well to the profession if I were remembered as the person who inspired accountants to focus on delivering positive “impact,” not just outcomes or outputs to their clients. 

I would have achieved my purpose in the profession if most accountants, if not all, intrinsically think that “it is not about what they do, but it is about what happens because of what they do.”

— Hitendra Patil, CEO, Accountaneur, LLC

My professional legacy will be how I have developed others to accomplish their professional and business goals, leaving an enduring positive impact on those that I have touched during my career.

— Carl Peterson, vice president, small firm interests, Association of International Certified Professional Accountants 

I want my legacy to be a broad understanding that businesses, not governments, administer the taxes governments impose, and with the right combination of knowledge and automation paired with professional advice and government cooperation, the burden of government tax compliance can be eliminated.

— Scott Peterson, VP of U.S. tax policy and government relations, Avalara

Trusted leader, cultural change agent, empowered staff, successful mentor, very happy clients.

— Kane Polakoff, principal, client advisory services practice leader, CohnReznick 

I’ve spent my career trying to lead by example while building inclusive teams that put people in a position to succeed, valuing diverse perspectives and being willing to take bold, decisive action to create a better future for the organizations I had the privilege to serve.

With The IIA, I’m optimistic that my time as CEO will be remembered for positioning the profession for the future we want to achieve. I’m confident that we’re laying the groundwork for internal audit to thrive for the next century by taking a broad and clear-eyed view of how the profession can cement our critical role in the organizations of the future.

— Anthony Pugliese, president & CEO, Institute of Internal Auditors

That I made a positive difference in the professional lives of the partners in my client firms that were previously struggling with their firms’ futures.

— Terry Putney, managing director, Whitman Transition Advisors LLC

I strive to be known as a leader of an organization that helped CPA firms make the best of their business. If, after working with our team, an accounting practice has better ways of operating, communicating and profitability to share with their people and communities, we’ve done our job. 

— Kristen Rampe, managing partner, Rosenberg Associates

To live a life that mattered.

— Okorie Ramsey, immediate past chair, AICPA & Association of International Certified Professional Accountants

I love our profession.  It’s evident in all that I do.  I would very much like my professional legacy to be one in which it was known that I worked tirelessly to leave the profession stronger and healthier, and was a champion of our young professionals entering and staying in the profession.

— Rick Reisig, principal/partner, Pinion

To use my personal and professional experiences, my education, credentials, my drive, my work ethic, my passion for people and for business—combined with the opportunity of where the world is today related to technology—to modernize the profession in a way that complements and sustains our role as trusted advisors in the business community. To be a pioneer—one that leads with authenticity and empowerment of others—in the next frontier of accounting and auditing.

— Emily Remington, director, audit product management, CPA.com

I hope to be thought of as someone who dedicated a significant portion of his career to my public service in the United States Department of Justice, the United States Securities and Exchange Commission, and the PCAOB, and used his talents for the public good. 

— Robert Rice, director, division of enforcement and investigations, PCAOB

It’s incredibly rewarding when someone says that I somehow made a big difference for them or their business. Beyond techniques, they convey they gained “hope” or “confidence” and “new perspective.” Based on this, a meaningful legacy to me would be to impact a large percentage of the profession in this way. And I want to inspire others to continue my work in moving entire CPA firms away from hourly billing, opening minds and teaching techniques so they begin charging what they are truly worth!

— Michelle Golden River, owner/president, Fore LLC

I would like my professional legacy to be that I helped the profession integrate their life and business by being intentional about what they create.

— Darren Root, growth strategist, Rightworks

A leader in my profession in creating intellectual capital by writing16 books and over 1,000 articles and blogs that will live beyond my lifetime.

I successfully practiced what I consulted CPA firms on – succession planning.  I merged with Kristen Rampe and she has gradually taken over the firm.  I have spent 8 glorious years training and mentoring Kristen and her talented group and I feel I’ve been successful at making them a faster gun than I was.

— Marc Rosenberg, managing partner and founder, Rosenberg Associates

My professional legacy is centered on making a positive impact on people’s daily lives, driving global auditing excellence, and overall fostering innovation and new ways to working for professional tax & accounting firms. 

— Cathy Rowe, senior vice president and segment leader, US professional market, Wolters Kluwer Tax & Accounting

That I made people think differently and influenced firm leaders to be more open and fair-minded when it comes to DEI and its importance for firms. 

— Bonnie Buol Ruszczyk, president, BBR Cos. and Accounting MOVE Project

I want my legacy to be that I led a 55-year-old powerhouse for Black excellence to ignite  a movement that mobilized Black professionals, allies, and organizations to close the  wealth gap. I aim to transform NABA into a launchpad that doesn’t just lift as we climb but  accelerates the climb, reshaping the economic landscape and building a more just society  for everyone. This isn’t about incremental change—it’s about sparking a lasting  transformation that redefines what’s possible. 

— Guylaine Saint Juste, president & CEO, NABA Inc.

I would like to be remembered as someone who made a positive impact on my clients and on the profession. 

I regard the positions I have held as an honor and hope that my efforts will make a difference helping my fellow CPA’s and the profession. 

— Frank Sands, president, National Association of CPA Practitioners

I would like my professional legacy to be one of impact and grace. 

I would like my professional legacy to one of impact and grace. I would like to be remembered as someone who empowered others to be their best selves, find confidence, and experience a sense of zen in their work. It’s important to me that my influence wasn’t just about helping people learn new skills or technology, but about empowering them to feel fulfilled and to lead with purpose. 

I also want to be remembered as a pioneer, someone who faced her own insecurities and still forged ahead. My journey has been about more than just my own success—it’s been about creating space for others to grow, too. I want people to know that overcoming obstacles is part of the process and that the challenges we face make us stronger leaders, better mentors, and happier people.

— Heather Satterley, director of education and media, Woodard Events

I am not an accountant by background but care deeply about the noble and essential role that the accountancy profession plays. I want observers of the IAASB’s work to say that we changed how standards were set for the better (timelier and more responsive) and tackled the most challenging issues of the day (technology, sustainability, fraud, and going concern, among others). In this way, I hope to enhance trust in the work of auditors and assurance practitioners throughout the world.

— Tom Seidenstein, chair, IAASB

I would love for people to say, “He was a real giver, always there to help and advance the profession.”

— Gary Shamis, CEO, Winding River Consulting

That I was one of the key people that helped transform the profession to have greater impact on society as whole (not just within the finance area).

— Donny Shimamoto, founder and managing director, IntrapriseTechKnowlogies LLC

I would like to be known as someone who gets their hands dirty – taking my experience working at a firm and using it to help AICPA’s members excel and leverage the value that comes with being a CPA. I have an intense amount of passion for our profession – I just hope I don’t break anything.

— Eva Simpson, VP, member value, tax & advisory services, Association of International Certified Professional 

I would like to be known as a champion for the profession and all the opportunities it provides and for those in the profession to feel that I am committed to their success.

— Lisa Simpson, vice president – firm services, AICPA & CIMA

As someone who pushed the envelope, and did everything possible to demonstrate how innovative and exciting the accounting world can be.

— Sean Stein Smith, accounting working group chair, Wall Street Blockchain Alliance

I helped to advance the profession to be future-ready, embracing innovation and change.  I would also like people to remember me for my servant leadership approach and style.  

— Scott Spiegel, COO, Association of International Certified Professional Accountants

Accountant creators supporting the next generation of accountant. 

— Jason Staats, founder, Realize LLC

My hope is that I will always be remembered as the champion of solid accounting technologies (proven, working technologies) used in the profession. Not as a person that jumped on whims and rumors but a constant advocate of great accounting technology. 

— Val Steed, director accountants, Zoho Corporation

Successful people, successful firms.  Personal accolades don’t matter, I want my clients to feel they succeeded and part of that success is because we partnered together.

— Gary Thomson, managing partner, Thomson Consulting

This business is ultimately about people, and I find meaningful impact in helping others grow—whether that’s by sharpening their skills, guiding them to become confident leaders, or building thriving practices together. I strive to create meaningful, lasting connections that not only advance careers but also elevate the profession as a whole.

— David Toth, chief growth officer and principal, Winding River Consulting

That while I held different roles throughout my career, I remained focused throughout on benefitting the users of financials and that I did so with an attitude to servitude and helping others.

— Barbara Vanich, chief auditor and director of professional standards, PCAOB

I want my professional legacy to be defined by a commitment to making the  CPA world better. Through CPAClub, I am already making significant strides  in this direction, and I hope to be remembered as someone who dared to think  differently and built a new type of CPA firm from the ground up. My goal is to  inspire others to innovate and challenge conventional norms, demonstrating  what is possible when we embrace bold, transformative ideas. 

— Chris Vanover, founder & president, CPA Club Inc. 

To whom much is given, much is expected so I hope that I can continue to use my accounting and business acumen to educate those within the profession and assist my community by offering my skills as a volunteer.

— Jess Vento, senior director of solution engineering, education & support, LeaseCrunch

I’d like to be remembered as a transformative leader who helped redefine success in the accounting profession and how we work. My legacy would be inspiring this generation and beyond of accounting professionals and leaders that it is possible to achieve both professional excellence and personal fulfillment, creating more engaged, balanced, and innovative workplaces with career paths that are exciting future generations.  I would also like for women to know that it is possible to achieve your dreams in this profession and not limit themselves or feel there are perceived limitations between their career and personal lives.

— Amy Vetter, CEO, The B3 Method Institute

Ultimately, I want my personal legacy to be one where I enable others to achieve great things, perhaps even things that they felt were out of their reach. I want to provide the environment, platform, coaching and support so that our team can truly unlock their full potential and have great careers in our profession.

This all starts with servant leadership – where you celebrate the successes of others more than your own, with the quiet satisfaction that you know you played a role in helping them achieve that success. In my definition, servant leadership changes the focus of credit for success from a single person to the team, organization, or cause. And when I think about it that way, it means I will do everything in my power to help our teams get better and unlock their full potential. 

I also believe that a servant leader teaches the importance of accountability and taking personal ownership of one’s career. One of the biggest things I can give to future generations of accountants is the lesson of personal accountability. Every action I take and every decision I make as the CEO of Forvis Mazars is being watched closely by our team members. I don’t take that lightly. Every business move we make has an impact on staff, their families, and their futures.

And finally, I want my lasting influence to be summed up in one phrase: “Tom helped make tomorrow better than today.” I hope that I am remembered as someone who helped make the firm great not only for today’s team, but also for the leaders and team members of tomorrow.  

— Tom Watson, CEO, Forvis

To transform how professional associations deliver on their mission.  

— Shelly Weir, president & CEO, Florida Institute of CPAs

Simply put, I wish my legacy to be that I helped people be their best selves whether through mentorship, sponsorship or just thru informal conversation or counsel. 

When I say best self – I mean whatever that person desires – because we all desire different things at different points in our career.  That is what makes accounting so special – there are so many different steps to climb the staircase or lattice of success – however one defines it.

— Tifphani White-King, managing partner, U.S. tax board member, global tax board member, Forvis Mazars

She made a difference in my life and helped me in turn make a greater impact for my clients.  

— Geni Whitehouse, president, Information Technology Alliance

My legacy will be the impact that I have had on the CPA firms that we have supported through their journey to success.  I have helped many firms and individuals in their firms reach their goals by always being client focused, transparent and having the highest level of integrity.  

— Philip Whitman, CEO, Whitman Transition Advisors 

There are three words I want people to associate with my name: inspiring, trailblazer, and empowering.  I aim to inspire others to truly believe they can surpass their own expectations.  I hope that women see me as a trailblazer in the profession, knowing that while I’ve begun this journey, it’s up to them to carry forward the fight for true equality.  Every day, I work hard to empower those I meet, showing them that while they are great today, they have the potential to be even better tomorrow through education and tapping into their inner strength.  

— Sandra Wiley, president, Boomer Consulting Inc.

Putting people first. That is the people we serve – investors. And the dedicated and talented people that make up the PCAOB, whose hard work makes it possible to meet our mission. 

I had the opportunity to hear former Attorney General Loretta Lynch speak a few years back and some of her words really stuck with me. She asked – what is the point of having power and influence if the place is unchanged by your presence? 

I am honored to be the first woman and first person of color to lead the PCAOB. But what’s more important to me is to make sure I’m not the last. And I think every day how I can use my power and influence to make positive change. But I believe that you don’t have to be the head of an organization to use your influence to make change. 

We can all be deliberate about mentoring and sponsorship; about the staffing decisions we make when we are building teams for projects – those are all tools for change.

— Erica Williams, chair, Public Company Accounting Oversight Board

Wow! Great question. I hope my professional legacy will be that I genuinely helped others to learn, grow, and become their best selves. That I gave freely, cared immensely, and made a real difference for others and for the profession. That I was professional and that I made people laugh.

— Jennifer Lee Wilson, co-founder and partner, ConvergenceCoaching LLC

I hope that I can help others. I have produced a lot of free content for educators and practitioners. I hope it can help others be better. 

— David Wood, Glenn D. Ardis professor, Brigham Young University

I want to have a significant impact on guiding the profession through the AI disruption. This includes guiding practice owners through the sale of their practices (for those who will retire and/or exit during the M&A bubble), as well as guiding firm leadership to both leverage AI and develop new skills that are differentiated from AI.

— Joe Woodard, CEO, Woodard

I would like to be remembered as someone that was passionate about the voice of private company stakeholders and gave of my time and energy, having been chair of the AICPA Technical Issues Committee (TIC) as well as chair of the PCC.  I try to participate in outreach activities to as many stakeholder groups as possible to engage others to participate in sharing the challenges in financial reporting that private companies encounter.

— Candace Wright, immediate past chair of the Private Company Council of the Financial Accounting Foundation

Professionally, I want Ascend to be known as a Top 20 firm that revitalized the profession by creating a new model for public accounting that attracted and developed the most engaged employees in the industry. It’s a problem that young people aren’t joining our ranks like they used to; I want to make accounting a dream job again, so that people in our country have the trusted advisors they need.  

— David Wurtzbacher, founder & CEO, Ascend 

I want to be remembered as someone who invested in the growth and development of others, helping young professionals become confident, ethical and capable leaders in the accounting field. 

— Peter Yu, CEO, CPA by Choice

Accounting has long been considered a space ruled by reliability and stability. The industry itself, driven by ceaseless consumer demand and dependable rhythms, promotes job security and often even attracts a certain personality type – creatures of habit who find comfort in familiar routines and steady surroundings. 

Yet the accounting industry is currently in the midst of unprecedented volatility, at least in terms of staffing and maintaining a viable workforce balance. A generation of CPAs is at or nearing retirement age, and the number of new accounting professionals entering the field seemingly won’t be enough to keep up with future needs. Whether the talent crisis in the space is an existential one is up for debate, but this much is clear: Doing nothing isn’t an option. 

The problem isn’t breaking news in the accounting field, but even among those who acknowledge the looming staffing shortfall, agreement on and action toward concrete solutions has been too slow or altogether absent. Change is necessary. Here are some practical steps that, if supported 

across the field, could help shake the accounting industry out of its staffing slump. 

Why the accounting industry is facing dwindling numbers

No surprise here: the Baby Boomers are again influencing the narrative. Many CPAs from this generation are aging out of the working world, as the AICPA indicates that 75% of accountants are at or near the retirement age in the United States. It’s a struggle that is being fought across a number of industries.

But in the accounting field, the candle is burning at both ends. At the same time that CPAs are entering retirement at unprecedented rates, far fewer young workers are falling in behind them to pick up the slack. The stability and security of entry-level accounting positions (and the promise of future growth) are no longer the draw they once were. The two trends have led to a rapidly shrinking talent pool that puts firms — and their clients — in an extremely precarious position. 

Although certain accounting houses may be savvier or better equipped to take on the workforce shortage, everyone in the field is rowing against the tide. It won’t be a problem that is solved individually or even organizationally. Long term, industry-wide staffing is an entrenched, systemic issue that will require big ideas and likely sweeping changes that are embraced and implemented throughout the space. So how does the accounting industry, as a whole, close the labor gap? 

Closing the talent gap in the accounting space

The current labor crisis in the accounting industry has been decades in the making. Any notion that a single adjustment or introduction could stem the tide, or even that a brilliant suite of solutions might instantly turn things around, is a naive hope. One recent survey indicated that 83% of financial hiring managers believe the talent crisis will continue through 2025, and there are plenty who expect it to last far longer, barring significant change. This is going to take a diligent, continuous, collective effort. 

Fortunately, this is the industry’s specialty. Starting with three pillars — but certainly not leaving it there — the accounting field can begin restocking its depleted ranks and building a new brand that will help sustain its numbers over time.

Better incentives: Accountants have always been attracted to the comparatively strong pay, solid upward mobility and relative job security in the field. But, as has been the case in other fields, those benefits don’t go as far as they once did. And because the demands of the tax calendar often shackle firms and their CPAs in many ways, accounting employers may need to get creative in their offerings — everything from first-class professional growth opportunities and a more flexible work schedule to a company car allowance and on-site daycare. 

Adjusted job requirements: Accountants require extensive training and certification — CPA isn’t exactly a learn-on-the-job role. But there may be ways to create nontraditional paths into the industry, particularly in compartmentalized roles that do (or can) allow prospects to grow into more prominent positions. Talent assessment platforms and skills-based hiring can help firms identify quality candidates who can provide immediate workforce contributions while building toward greater long-term value for an organization. 

Rebranding the industry: Admittedly, this is a biggie. Returning to one of our initial points, accounting has long been considered a buttoned-down, straight-arrow industry. And while wanderers and creatives and outside-the-box thinkers may seem incongruous with the industry, there is a space in the middle where accounting firms would find a larger and more diverse talent pool. The big players in the field don’t have to go full Silicon Valley — juice bars, massage rooms and sleep pods — to attract more quality prospects and begin changing what it means to be an accountant. By simply listening to the needs of workers currently in the space (and taking the occasional page from other competing industries), accounting firms can start wooing more and higher-caliber job candidates.

It’s unclear exactly how long it may take to undo the current accounting talent crisis. But given the trajectory of the numbers and the fact that most experts are bracing for the worst for at least the next calendar year, it seems that a focused, industry-wide strategy is in order. At the very least, accounting firms must begin treating every graduating class as an opportunity to welcome more candidates into the labor force. The young, eager workers who once showed up in droves on the doorstep of the accounting industry are far fewer than they once were. It’s time to boost their numbers — and make moves that will keep them in the field over the long haul.

What would you like to be remembered for in your career? We’d hope being among Accounting Today ‘s Top 100 Most Influential People in Accounting would be one highlight for those on our 2024 list, but this year’s class aspires to make a lasting impact in myriad ways. 

When asked, “What would you like your professional legacy to be?” the Top 100 People shared their goals to inspire others, elevate their peers, and, overall, leave the accounting profession in a better place than they found it. 

(To see the full responses of all the candidates for the Top 100, click here. And to see who the Top 100 voted the most influential, see here.)