The five skills that accelerate careers in Public Practice

By Dean Gorrie, Head of Public Practice, Meraki Talent

When people ask me what it takes to build a successful career in Public Practice, I find they're often expecting a technical answer.

They expect me to talk about qualifications, audit quality, tax expertise or regulatory knowledge and those things are hugely important because they are the foundation of every successful career in the profession.

But after years recruiting across UK Public Practice and speaking with Partners, Directors and senior leaders every day, I've noticed something VERY interesting.

The people who reach the very top aren't simply the brightest technically. They are certainly highly competent, but what really differentiates them is a set of professional skills that rarely feature in training manuals or exam syllabuses.

Our profession is changing with clients expecting more than simply compliance. While technology is automating routine work Practice firms are becoming increasingly commercial with leadership, communication and relationship management are becoming just as valuable as technical expertise.

Recent ICAEW research found that the top firms are seeking in the next generation of practice leaders include commercial acumen, adaptability and emotional intelligence, reflecting growing client demand for commercially minded advisers who can build relationships as well as deliver technical excellence.

Looking back, these are the skills I hear experienced Partners wish they had invested in much earlier.

The first is commercial thinking.

Early in your career, success is measured by producing technically accurate work. As you become more senior, the conversation changes. Clients aren't simply paying for accounts, tax returns or audit opinions. They're looking for advice that helps them make better business decisions.

The professionals who progress fastest develop a genuine curiosity about how businesses operate. They take an interest in industries, growth strategies, investment decisions and commercial risk. People begin to understand not only what the numbers say, but why those numbers matter. That's often the point where accountants evolve into trusted advisers.

The second skill is influence.

One of the biggest transitions in Public Practice comes when your role stops being about completing work and starts becoming about influencing people. Whether you're presenting findings to a board, coaching junior colleagues or helping clients navigate difficult decisions, your ability to communicate with confidence becomes a significant career advantage.

The best leaders don't simply provide answers but build trust, explain complexity in a simple language and give people real confidence to make decisions. Those are skills that improve with practice, not promotion.

Adaptability has become another defining characteristic of successful senior professionals.

Few people could have predicted just how much the profession would change over the past decade. Artificial intelligence, private equity investment, evolving regulation and changing client expectations continue to reshape the landscape. Future leaders are increasingly those who remain curious, embrace change and continue learning long after their professional exams have finished.

Careers rarely stall because of intelligence but because you become too comfortable doing things the way they've always been done.

As careers progress, another important shift takes place. Success becomes less about the work you personally deliver and more about the people you help develop.

The strongest Managers, Directors and Partners understand that leadership isn't measured by how many files they review or how many chargeable hours they complete. It's reflected in the confidence they build within their teams, the opportunities they create for others and the culture they help shape.

People remember the leaders who invested in them. Firms do too.

Finally, there's one skill that is becoming increasingly valuable as technology transforms the profession: the ability to interpret information rather than simply produce it.

Artificial intelligence can generate reports, automate processes and analyse data faster than ever before. What it cannot easily replicate is judgement, context and commercial interpretation.

Clients increasingly want someone who can explain what the numbers mean, identify the opportunities and risks hidden behind the data, and provide practical advice that helps them move forward. The accountants who combine technical excellence with business insight will remain indispensable, regardless of how technology evolves.

Technical expertise will always be essential. It opens doors, builds credibility and provides the foundation for a successful career.

But the qualities that ultimately accelerate careers are often the ones developed outside technical training. Commercial curiosity, communication, adaptability and leadership. The ability to turn financial information into meaningful business advice.

Those are the skills that clients remember, colleagues respect and firms increasingly reward and while deep technical knowledge may earn your next promotion, these skills are far more likely to earn you a seat at the leadership table.

If you want to find out more about accelerating your career, please meet me on LinkedIn or email dean.gorrie@merakitalent.com