Oliver (Olli) Zeidler, a full-time specialist and consultant for Deloitte Germany, earned a gold medal in the men’s single sculls rowing event at this year’s Paris Olympics, marking Germany’s first gold title since 1992 in the event and the first medal overall since 2000.
As a former competitive swimmer who turned to rowing late in his career, Zeidler continued a family tradition of rowing success by following in his grandfather’s and aunt’s footsteps, both of whom are Olympic champions.
This year, 15 elite athletes, including 10 Deloitte professionals, competed as part of Team Deloitte at the 2024 Olympic and Paralympic Games. So far, they have earned seven medals (gold, silver and bronze) but are likely to earn more now that the Paralympic Games are underway this week.
“I come from a very sporty family,” Zeidler told Accounting Today. “As a child I tried a lot of things. I played basketball, I did athletics and also swimming. At some point, swimming became more and more competitive, and I needed to train more and more. That’s why I became a professional swimmer. And it went pretty well. I was successful at the German championships — European junior champion in the relay — and then in 2016 I unfortunately missed the qualification for the Olympics in Rio de Janeiro.”
“After that, there was not that much fun left. That was mainly because a lot of people on my team retired,” he continued. “It was a bit hard to push myself, so I decided to retire from swimming as well in November 2016.”
Oliver Zeidler of Deloitte training for the Olympics
SIMON HOFMANN
He spent four to six weeks doing nothing until his body started sending him signals that he needed to be doing some kind of sport, he said. That was when he decided to take up rowing.
“I started rowing on the rowing machine in the basement of my parents [home],” said Zeidler. “At some point, I asked my dad then if he could teach me how to row on the water because it can be pretty dull to only row in the basement looking at a wall. And that’s how the journey started.”
He had been working for one and a half years already at Deloitte up to the time when he changed from swimming to rowing.
“I did a traineeship in Germany and started a bachelor’s degree supported by the company and a master’s degree as well, supported by the company,” said Zeidler. “I was always aware that in Olympic sports you will not have those big sponsors once you retire. I knew that the time would come when I would need to stop with rowing or with sports. When the professional area took over, I didn’t want to start in my 30s. I wanted to start earlier, building a base, and Deloitte allowed me to do so with their programs.
“I didn’t need to take holidays for my competitions or the training camps,” he added . “That was super helpful because before it was really difficult to do the 40-hour job, but they supported me.”
Deloitte started to support the German Olympic team after the 2021 Olympics with a collaboration, as well as the International Olympic Committee partnership in the last two games. Internationally, it signed a 10-year partnership with the IOC in 2022 through 2032.
Zeidler prepared for this Olympic rowing regatta for three years, which included two trips to Paris. “In total, we spent five to six weeks on the lake, already in training camps to be really prepared for the adverse weather conditions we sometimes find there. It was definitely one of the keys for success that I knew already the course and everything.”
His race plan was designed to peak in the semifinal and the final. “It worked out perfectly,” said Zeidler. Whereas he had struggled in the Tokyo Olympics three years ago and only made the B final in the end, he was proud of his performance during the semifinal in Paris.
“It was an amazing race in the end,” he said, even though the lineup in the semifinal was similar to the one in Tokyo. “I was really happy when I was able to finally put my boat on the water and do something. Before, the wait was terrible. But I set an Olympic record in the semifinal in front of my mom watching. It was a very emotional moment. And after the semifinal during the cooldown, I really took one or two minutes to say goodbye to the demons of Tokyo.”
Oliver Zeidler of Deloitte
After that, his mind felt freer. “I was really looking forward to racing the final, and the Olympic final was the race I wanted to have,” said Zeidler. He had made it to the point where he felt he was at the peak of his abilities and was able to really enjoy it.
“Even if you think that the Olympic finals are the biggest thing you can achieve in rowing, there was no pressure anymore,” he added. “The semifinal was a lot of pressure, but the final was just going out having fun and executing the race plan. I knew that if I execute the race plan, I will win a medal today. … In the end, it was the gold medal. I had a perfect race in the final, and I was super happy after that. It became very emotional for friends, family and also for myself, and I think that’s what the Olympics are known for,”
The fans were very supportive during the medal ceremonies. “The grandstands in Paris, this was also amazing to see,” said Zeidler. “Even at the heats we had grandstands, and when I just watched the racing, I had shivers all over my body. Sometimes my knees became a bit soft. But when I heard the crowd cheering, it was such a cool atmosphere on the rowing course.”
He hopes to compete in the next Olympic Games in Los Angeles. “I’m aiming for 2028 and my goal is to become as successful as my grandpa and my aunt,” he said. “They both won one gold and one bronze medal at the Olympic Games, so I hope to manage to win at least a silver, if not another gold medal.”
His grandfather, Hans-Johann Färber, became Olympic champion in 1972 and won a bronze medal four years later. His aunt, Judith Zeidler, won gold in the Seoul Olympics and then bronze in Barcelona.
“It’s the third generation of Olympic gold medalists in the family now,” said Zeidler.
Over the years, he had been inspired by the stories of his family members. “Rowing is a very traditional sport,” said Zeidler. “That’s something I really love, and the Olympics were just something very special. But I think back to the days when my grandpa showed me the books of the Olympic Games where it was captured, and that’s how my dream developed to become an athlete and an Olympian one day as well. It’s a nice family story, but in total, the Olympics, the values they share, is just something I can really connect with.”
He had many opportunities to connect with other Deloitte athletes at the games, including a fellow rower, Jan van der Bij, who hails from the Netherlands and won a silver medal in the men’s eight.
“In total, we had 15 Deloitte athletes in Team Deloitte, and 10 of them are actually Deloitte professionals,” said Zeidler. “Of the Deloitte professionals, we have a lot of rowers. That is very cool. We are like a family in rowing, so we know each other. Even after racing, we caught up and celebrated together in the different houses of the nations. For example, I met Jan from the Netherlands, who won the silver medal in the eight, and it’s cool to not only have the same sport you’re in, but also the same employer and a similar professional background within the firm.”
The athletes attended parties to celebrate the victories with other Deloitte professionals. “If you think about the Olympics, all the nations have their houses, but also the sponsors have their houses where they make little parties,” said Zeidler. “Every evening you can attend two or three parties, and one morning, Deloitte invited us to their house. We met a lot of Deloitte professionals there, a lot of volunteers who were there for the games.”
“It was a nice atmosphere, and it felt a bit like coming home, as well, because it was not really screaming ‘Deloitte.’ It was a bit of a hidden place there in the middle of a park, and it was cool to see. Catching up with the colleagues was also nice — so not Olympians, but the colleagues were into the IOC partnership and into the sports business groups.”
The celebrations continued in Paris and on the flight home as well.
“After the games, after winning the gold medal, I was already in completely another world,” said Zeidler. “For example, one evening, my girlfriend and I got invited to the top of the Eiffel Tower. We went up there in a private elevator. All the other people needed to wait, and I think they were wondering, ‘Who are these guys? Why are they allowed to go up there in a private cabin?’ And then the Eiffel Tower guys even let us one floor above all the others, so we had a clear view over the city.”
“And on the way back, the pilots let me sit in the cockpit for 40 minutes, including the landing,” he continued. “And then arriving here, there was a big reception at the airport with friends, family, a lot of media. They brought me to a little place here in a convertible where I was waving to former teachers, to friends, to a lot of families who are living here close to Munich in the same village. And the celebration continued. Then I went to Deloitte, to the office. There was also a reception. Then the next day at my rowing club in Frankfurt, there was also a reception with a lot of people showing the medal around. It was a crazy world.”
He has already been scouting out the next Olympics venue. “I actually fly to L.A. on holidays, so I think I will definitely have a look at the rowing course there and see.”
The International Auditing and Assurance Standards Board is proposing to tailor some of its standards to align with recent additions to the International Ethics Standards Board for Accountants’ International Code of Ethics for Professional Accountants when it comes to using the work of an external expert.
The IAASB is asking for comments via a digital response template that can be found on the IAASB website by July 24, 2025.
In December 2023, the IESBA approved an exposure draft for proposed revisions to the IESBA’s Code of Ethics related to using the work of an external expert. The proposals included three new sections to the Code of Ethics, including provisions for professional accountants in public practice; professional accountants in business and sustainability assurance practitioners. The IESBA approved the provisions on using the work of an external expert at its December 2024 meeting, establishing an ethical framework to guide accountants and sustainability assurance practitioners in evaluating whether an external expert has the necessary competence, capabilities and objectivity to use their work, as well as provisions on applying the Ethics Code’s conceptual framework when using the work of an outside expert.
President Donald Trump’s tariffs would effectively cause a tax increase for low-income families that is more than three times higher than what wealthier Americans would pay, according to an analysis from the Institute on Taxation and Economic Policy.
The report from the progressive think tank outlined the outcomes for Americans of all backgrounds if the tariffs currently in effect remain in place next year. Those making $28,600 or less would have to spend 6.2% more of their income due to higher prices, while the richest Americans with income of at least $914,900 are expected to spend 1.7% more. Middle-income families making between $55,100 and $94,100 would pay 5% more of their earnings.
Trump has imposed the steepest U.S. duties in more than a century, including a 145% tariff on many products from China, a 25% rate on most imports from Canada and Mexico, duties on some sectors such as steel and aluminum and a baseline 10% tariff on the rest of the country’s trading partners. He suspended higher, customized tariffs on most countries for 90 days.
Economists have warned that costs from tariff increases would ultimately be passed on to U.S. consumers. And while prices will rise for everyone, lower-income families are expected to lose a larger portion of their budgets because they tend to spend more of their earnings on goods, including food and other necessities, compared to wealthier individuals.
Food prices could rise by 2.6% in the short run due to tariffs, according to an estimate from the Yale Budget Lab. Among all goods impacted, consumers are expected to face the steepest price hikes for clothing at 64%, the report showed.
The Yale Budget Lab projected that the tariffs would result in a loss of $4,700 a year on average for American households.
Artificial intelligence is just getting started in the accounting world, but it is already helping firms like technology specialist Schellman do more things with fewer people, allowing the firm to scale back hiring and reduce headcount in certain areas through natural attrition.
Schellman CEO Avani Desai said there have definitely been some shifts in headcount at the Top 100 Firm, though she stressed it was nothing dramatic, as it mostly reflects natural attrition combined with being more selective with hiring. She said the firm has already made an internal decision to not reduce headcount in force, as that just indicates they didn’t hire properly the first time.
“It hasn’t been about reducing roles but evolving how we do work, so there wasn’t one specific date where we ‘started’ the reduction. It’s been more case by case. We’ve held back on refilling certain roles when we saw opportunities to streamline, especially with the use of new technologies like AI,” she said.
One area where the firm has found such opportunities has been in the testing of certain cybersecurity controls, particularly within the SOC framework. The firm examined all the controls it tests on the service side and asked which ones require human judgment or deep expertise. The answer was a lot of them. But for the ones that don’t, AI algorithms have been able to significantly lighten the load.
“[If] we don’t refill a role, it’s because the need actually has changed, or the process has improved so significantly [that] the workload is lighter or shared across the smarter system. So that’s what’s happening,” said Desai.
Outside of client services like SOC control testing and reporting, the firm has found efficiencies in administrative functions as well as certain internal operational processes. On the latter point, Desai noted that Schellman’s engineers, including the chief information officer, have been using AI to help develop code, which means they’re not relying as much on outside expertise on the internal service delivery side of things. There are still people in the development process, but their roles are changing: They’re writing less code, and doing more reviewing of code before it gets pushed into production, saving time and creating efficiencies.
“The best way for me to say this is, to us, this has been intentional. We paused hiring in a few areas where we saw overlaps, where technology was really working,” said Desai.
However, even in an age awash with AI, Schellman acknowledges there are certain jobs that need a human, at least for now. For example, the firm does assessments for the FedRAMP program, which is needed for cloud service providers to contract with certain government agencies. These assessments, even in the most stable of times, can be long and complex engagements, to say nothing of the less predictable nature of the current government. As such, it does not make as much sense to reduce human staff in this area.
“The way it is right now for us to do FedRAMP engagements, it’s a very manual process. There’s a lot of back and forth between us and a third party, the government, and we don’t see a lot of overall application or technology help… We’re in the federal space and you can imagine, [with] what’s going on right now, there’s a big changing market condition for clients and their pricing pressure,” said Desai.
As Schellman reduces staff levels in some places, it is increasing them in others. Desai said the firm is actively hiring in certain areas. In particular, it’s adding staff in technical cybersecurity (e.g., penetration testers), the aforementioned FedRAMP engagements, AI assessment (in line with recently becoming an ISO 42001 certification body) and in some client-facing roles like marketing and sales.
“So, to me, this isn’t about doing more with less … It’s about doing more of the right things with the right people,” said Desai.
While these moves have resulted in savings, she said that was never really the point, so whatever the firm has saved from staffing efficiencies it has reinvested in its tech stack to build its service line further. When asked for an example, she said the firm would like to focus more on penetration testing by building a SaaS tool for it. While Schellman has a proof of concept developed, she noted it would take a lot of money and time to deploy a full solution — both of which the firm now has more of because of its efficiency moves.
“What is the ‘why’ behind these decisions? The ‘why’ for us isn’t what I think you traditionally see, which is ‘We need to get profitability high. We need to have less people do more things.’ That’s not what it is like,” said Desai. “I want to be able to focus on quality. And the only way I think I can focus on quality is if my people are not focusing on things that don’t matter … I feel like I’m in a much better place because the smart people that I’ve hired are working on the riskiest and most complicated things.”