The 2025 Top 100 People: Critical concerns in accounting

December 12, 2025 9:00 AM

The pipeline problem remained top of mind for this year's Top 100 Most Influential People in Accounting, but many other issues — both directly related to the talent crisis or recently emerging — were also identified as areas to keep an eye on.

We asked this year's candidates, "What is the most important issue currently facing the accounting profession?"

The Top 100 People shared what exactly is keeping them up at night, and we've included a selection of those responses here.

(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.)

The most important issue facing the accounting profession today is preserving public trust amid rapid transformation. As technology reshapes the way we collect, analyze, and communicate tax and financial information, the foundation of our profession — integrity — remains constant.

Accountants must harness innovation responsibly, ensuring that automation and AI enhance, rather than erode, the transparency and ethical standards that define the profession. In an era of complexity, technological advances, regulatory changes, talent shortages and shifting expectations, our greatest challenge — and greatest opportunity — is to reaffirm that trust is our true north star while we simultaneously preserve quality.

— Erin Collins, National Taxpayer Advocate, Taxpayer Advocate Service, IRS

Skills gap/upskilling talent. I've traveled to several states in the US and several countries globally. This is coming up in public accounting and in finance departments all over the world.

We are asking our young professionals to come out of school and already know and understand the nuts and bolts of accounting and finance. In years past they achieved the base learning by actually doing the tasks for their first one to two years. Now companies ask new analysts to immediately derive an opinion on their financial analysis without ever having done the work to know what goes into particular finance items. Same in public accounting. Asking new associates to immediately be able to derive opinions on audit matters or know where tax treatments are right or wrong.

— Mark Koziel, president & CEO, American Institute of CPAs; CEO, Association of International Certified Professional Accountants

Short-timers. There's a burgeoning number of boomers looking to the horizon with the intent to maximize the value of their retirement nest egg even if it means trading tomorrow's potential for today's payout. This "me-first" mentality has never been at the forefront of our profession, which has instead demonstrated a long-standing history of conscious capitalism, where all stakeholders — the public, clients, talent, the communities in which we work, the profession, and then shareholders all win.

Today, we are witnessing an unprecedented number of transactions at rapidly accelerating valuations and speed. I believe that many of these will lead to immense pressure for the investors to produce considerable returns by transacting again in the near future (five-ish years). While many herald this influx of new investors and cash as finally making leaders run their firms more like businesses, it seems instead to be helping the largest shareholders secure significant payouts, and driving unrationalized mergers and acquisitions at a pace that will make it very difficult to maintain cultures or put talent and clients first.

If the "transformation" of healthcare through PE investment is any indication of where this will lead us, I fear our profession is in for some challenging times ahead.

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

FASB chair Richard Jones at AICPA Conference on Current SEC and PCAOB Developments

The most important issues facing the profession are the changes in accounting firm ownership structures and the move toward a more global workforce.

— Richard Jones, chair, Financial Accounting Standards Board

SUEBARR

Making sure the new emphasis on "light touch" regulation is in balance with safeguards that have long protected investors, our capital markets and our trusted CPA brand.

— Susan Coffey, CEO, public accounting, Association of International Certified Professional Accountants

Maintaining the human element while embracing technology. I think we run the risk of losing our identity and our connection to our clients as we see more firms becoming part of private equity (and focusing on revenue growth) and harnessing AI and other technology to become the interface between us and our clients. In an age where everyone has access to AI, it is the human element and things like listening, curiosity, and empathy that will set us apart.

— Geni Whitehouse, president, Information Technology Alliance

The most critical issue currently facing the accounting profession is the lack of diversity of thought. A pipeline built around one academic path filters out people who think differently. Cognitive diversity matters. Studies show it speeds problem-solving and guards against groupthink, which is essential to maintain our core values of independence and objectivity. The fix is to open more doors and invite more kinds of thinkers. States are starting to add experience-based paths to licensure. Expanding routes into accounting, recruiting beyond traditional majors, and delivering compelling continuing education will bring the fresh ideas needed to raise quality and accelerate innovation.

— Blake Oliver, founder and CEO, Earmark

Jesse Sutton

Firm ownership and lack of succession plans. Most firms do not have a plan let alone a good one.

— Val Steed, director accountants, Zoho Corp.

The most important issue is sustaining independence and relevance in a rapidly consolidating, capital-intensive environment. Private equity, talent shortages, and technology disruption are reshaping the profession all at once. The question is: will firms have the courage and the structures to adapt — whether through new capital models, new services, or new approaches to leadership — without losing the trust that the CPA brand has always represented?

— Gary Thomson, managing partner, Thomson Consulting

Erik Asgeirsson addressing the 2018 Digital CPA conference

The most important issue facing the accounting profession right now is realizing and seizing the incredible opportunity of AI-driven transformation. We're clearly at another technology inflection point — but this one is poised to have a much more significant and dramatic impact than cloud computing ushered in more than a decade ago. But the key to success for firms is not just embracing the technology, it lies in the ability to change their business models and practice strategies to capitalize on the technology's transformative capabilities.

— Erik Asgeirsson, CEO & president, CPA.com

Allan Koltin at the 2024 Accounting Today PE Summit

We need to raise the starting salary, and then salaries across the board, for young talent in order for us to remain competitive. Until this change happens, the war for talent will continue to exist, as other industries and professions offer higher compensation and equity incentives that we do not.

— Allan Koltin, CEO, Koltin Consulting Group

Donny Shimamoto of Intraprise Techknowlogies

I believe the most critical is accountants being reactionary to political forces. During this volatile time, it is even more important that we, as accountants, uphold our code of ethics and ensure that we are helping our clients (internal and external) and constituents approach issues from an objective and holistic lens. The balancing of profit with environmental, social, and governance (ESG) considerations will transform us from financial/tax advisors to business advisors/personal success coaches.

— Donny Shimamoto, founder and managing director, IntrapriseTechKnowlogies LLC

The profession is at an inflection point — one that demands bold, intentional leadership. We're not just navigating one change, we're facing a perfect storm: the rapid rise in AI and automation, increased competition fueled by mergers and private equity, and a new generation of team members who expect to work differently and live more balanced lives.

Managing partners must ask: Are we simply reacting to change, or are we intentionally designing what comes next?

The year ahead will belong to the firms that choose the latter, those who evolve on purpose, not by pressure. Firms that lead with clarity invest deeply in their people and client experience and reimagine their business models will set the tone for the next era of the profession.

It's a time of challenge — but also one of unprecedented opportunity. The firms willing to rethink and retool will be the ones who thrive.

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

Human sustainability is our most pressing challenge; our capacity and culture need a redesign. Years of complacency have led to fewer new hires, frequent burnout, and a business model that values hours over results. To maintain quality and relevance, we must rethink workflows, pricing, and engagement scheduling, focusing on outcomes and client impact instead of hours. Careers should offer flexible entry and exit points, structured learning opportunities, and clear skill development paths. Well-being must become actionable policy, and AI should be used to free up time for valuable work that only we can do. Leaders must set an example with transparency and trust. Solving human sustainability will improve retention, quality, innovation and professional pride.

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

The use of artificial intelligence and how that impacts financial reporting and auditing. The profession is quickly adapting, but there are many issues and challenges to be addressed.

— Jennifer Burns, chief auditor, AICPA-CIMA

STEVE RIDZON

The most important issue currently facing the accounting profession is the tension between commercialism and the enduring need for a focus on investors and the public interest. We are witnessing a wave of innovation and transformation unlike anything we have ever seen. Artificial intelligence, automation, off-shoring of audit work, private equity investments, and digital assets have the potential to completely transform how the audit is performed. It begs the question: despite the opportunities and enhancements to audit quality that may be an outgrowth of these emerging trends, are we still preserving the core values that have anchored the profession for generations?

History reminds us that nearly 100 years ago the auditing profession as we know it was born of crisis and the need to restore public trust in the markets. The audit profession's importance to maintaining trust in our public markets has not changed. What has changed is the environment in which we operate. In our global environment, the tools are faster, and the risks are more complex. But the auditor's role as a skeptical, independent voice remains as vital today as it was in the aftermath of Enron and the Great Depression.

Today, the challenge is to ensure that these innovations do not dilute accountability and that efficiency does not replace judgment. The future of auditing depends on our ability to carry forward the lessons of the past while embracing the possibilities of the future.

– George Botic

As in prior years, I continue to believe it is relevancy. GAAP reports that deliver less than 5% of what investors use to make decisions. Audits no one reads. Monopolies that block innovation. Outside of professional judgment and wisdom, most of what we do is on the path to AI driven commoditization, not to mention a drastic reduction in hours. Relevance is the profession's burning platform. Without it, AI won't replace us — irrelevance will. If the profession clings to compliance and counting, it will be bypassed. If we embrace the Transformation Economy, we can reclaim our calling: guiding businesses and individuals through serial transformations — from start-up to succession, from womb to tomb. Relevance is not a technical issue. It's a moral one.

— Ron Baker, co-founder, Threshold

Ed Wheeler Photography

The opportunities provided by technology. Financial information is already being consumed in a very different way and the rapid changes in technology will only continue to evolve that consumption. As accountants, we need to take advantage of the opportunities afforded to us by the advancements in technology. Taking advantage of technology will significantly help accountants with their productivity.

— Joel Black, chair, Governmental Accounting Standards Board

The single most pressing issue is the growing imbalance between expectations and capacity. Firms are being asked to deliver more services, deeper insights, and faster turnaround while managing an explosion of regulatory and technological complexity.

This is not a new problem. It has been compounding for over a decade. Too much of the profession still depends on manual, repetitive work. Practitioners who trained to provide analysis and judgment often spend most of their time reconciling spreadsheets and navigating disconnected systems. The result is burnout, talent attrition, and rising pressure on firms.

– Jin Chang, CEO, Fieldguide

One of the most important issues facing the accounting profession is bridging the gap between adopting technology and using it effectively. Firms are investing heavily in digital tools, but many still struggle to make them work together or tie them back to their bigger goals. That disconnect leads to inefficiencies and keeps them from delivering the deeper advisory value clients are looking for.

– Kimberly Blascoe

For public accounting, it's the outdated CPA-firm business model. Hourly billing and charge-hour goals — long embedded in CPA culture — no longer align with the realities of technology-enabled efficiency and have never aligned with the way buyers assess value. The belief that "we sell time" disconnects professionals from the true worth of their work and the purpose behind each engagement. Encouragingly, more firms recognize this misalignment and are learning how to employ worth-based pricing and greater scope definition and project-management discipline.

— Michelle Golden River, CEO, Fore LLC