When I left public accounting, I thought I was leaving it for good. Like many others, I was burned out, exhausted by the long hours, the repetitive tasks, and the feeling that my potential was buried under checklists and copy-paste work. I didn’t leave because I didn’t love the profession. I left because I couldn’t see a path forward that let me grow.
A decade later, I’m back–but in a different role. And the thing that brings me the most hope is this: the path I couldn’t find then is finally taking shape now. Not just for me, but for a whole new generation of professionals.
With the advent of purpose-built AI that truly enables and empowers the practitioner to move beyond manual work into deeper insights, a new type of accounting professional is emerging. And here’s the truth: It’s not some futuristic ideal. That person already exists inside your firm. It might be you.
What I Wish I Knew Back Then
If you’re early in your career and feeling boxed in by the busywork, I’ve been there. If you’re a leader trying to hire and train the next wave of managers, I’ve been there too. And the challenge is the same on both sides: it’s hard to grow when the job doesn’t change.
But that’s exactly what’s changing now.
AI can be used to manage the parts of the job that drain energy and hide talent. It’s freeing up space for the work that actually drew so many of us to this profession in the first place–analysis, insight, guidance. The parts that require real judgment and build real relationships.
The future practitioner isn’t someone who does more. It’s someone who works differently.
Who They Are, and Why They Matter
We’re already seeing it in the firms we work with. These professionals are grounded in the technical core of the job, but they’re stepping into new responsibilities like guiding AI workflows, reviewing complex outputs, and helping shape client strategy. They’re not defined by years of experience or certifications alone. They’re defined by how they think and how they adapt.
And they’re not just future managers. They’re the engine of your firm’s transformation.
But here’s the catch: most firms haven’t updated what “qualified” looks like, and that’s a missed opportunity. If you’re still hiring for the job as it was five years ago, you’re going to overlook the people who can lead you into the next five.
A Shared Responsibility
If you’re a firm leader, it’s on you to create the environment where future practitioners can grow. That means more than buying new tools. It means changing how we coach, how we measure impact, and how we define success.
If you’re just starting your career, this is your moment. Don’t wait to be told to lead. Start learning how to work with AI, how to translate insights, how to bring clarity to complexity. These are the skills that will carry the profession forward, and they’re not reserved for titles on a business card.
A New Kind of Growth
I used to think growth meant more hours, more deliverables, more complexity. But I’ve come to believe it actually means something else. More space to do meaningful work. More capacity to think critically. More opportunity to lead–not someday, but now.
That’s what the future practitioner represents. Not a replacement of what’s come before, but an elevation of what’s coming next.
And that future? It’s already here.
October 14, 2025
