The two events brought together over 120 participants from both AGN and Nexia, offering a valuable opportunity to connect, exchange ideas, and further strengthen the collaborative relationship between the two associations in the region.

The meeting kicked off on the evening of 9 July with a traditional Thai welcome dinner, offering a relaxed atmosphere for attendees to get to know one another while experiencing the city’s culture. 

Learning and Growing Together

Thursday’s programme began with an AGN-only session, featuring a thought-provoking panel discussion on sustainability management, moderated by Kevin Bae and Tim Suryanata of Calibre Business Advisory (Australia and Singapore). Panellists from China, India, Indonesia, and New Zealand shared insights on in-demand services and key aspects of capability management across various jurisdictions. 

Andrew White from Ashfords, Australia, shared inspiring insights from the AGN Talent Secondment Programme, highlighting the benefits of cross-border collaboration through staff exchanges with Ballards LLP in the UK. 

Malcolm Ward, AGN Global CEO, and Mireia Rovira, AGN Director of Brand and Member Value, then led an engaging session on “Calibrating Your International Business Strategy.” They introduced key concepts to build international business strategy, highlighting some of the tools and resources available to members. This was followed by a workshop to discuss practical strategies and challenges in smaller groups.

Later in the day, delegates experienced some of Bangkok’s iconic culture, visiting Wat Arun (Temple of Dawn) and Wat Pho (Temple of the Reclining Buddha), followed by a memorable dinner aboard the Horizon Cruise on the Chao Phraya River—enjoying five-star cuisine with stunning views of the city at night. 

Sharing Experiences and Building Value

Friday morning began with a breakfast discussion for women from AGN Asia Pacific firms, creating a supportive space to exchange stories, challenges, and successes. The session also aimed to guide firm leaders on how to attract, retain, and promote talent by understanding and embracing the unique challenges women face in the profession.

The half-day conference began with opening remarks delivered by Nexia’s APAC Chair, Krupal Kanakia, and AGN’s APAC Chair, Greg Cusack, then continued with updates on our collaborative alliance presented by Nexia’s CEO Matthew Howell, and AGN’s Global CEO Malcolm Ward. Delegates then dived into two key sessions: Nexia presented about Talent Management, focusing on career development frameworks, and AGN team focused on Building Value to Firms, showcasing the approach on member value with focus on the Technology space, in context with the transformation of the competitive space. A quick assessment showed how firms rated priorities on this area.

After lunch, some AGN delegates joined an optional tour to explore Ayutthaya—Thailand’s former capital and UNESCO World Heritage Site. The tour included a visit to the Elephant Palace & Royal Kraal to learn about the cultural importance of elephants, a guided walk, through Ayutthaya Historical Park, and concluded with a scenic dinner at Grand Chaopraya Riverside Dining. 

“I’ve been a member of AGN for almost ten years. One of the key takeaways from this year’s conference was the importance of focusing more on international business — something that really stood out to me during Malcolm and Mireia’s session. This is also my second conference attended alongside Nexia members. It was great to reconnect with some I met last year and meet new ones. I really enjoyed connecting with them.”

Manoj Chawla – KNM, India

“It’s been a great experience to be part of the 2025 Asia Pacific Regional Meeting in Bangkok. I really enjoyed the sustainability management panel discussion on Thursday morning. I learned a lot, especially about regional collaborations and the challenges in the region. I’m going home with great memories.”

Yun Shan (Sandy) Lin, CPA at EnWise CPAs & Co, Taiwan

A Meaningful Gathering for the Region

The AGN Asia Pacific Regional Meeting 2025 blended insightful professional discussions with rich cultural experiences, helping members strengthen their connections and discover new ideas to support growth and collaboration across borders.

The post Press Release: The AGN 2025 Asia Pacific Regional Meeting Drives Collaboration Through Change appeared first on AGN International.

A Warm Welcome to Warsaw

The meeting began on Thursday evening with a relaxed networking cruise along the Vistula River, offering attendees panoramic views of the Warsaw skyline in summer light. The friendly atmosphere was immediately evident, with many participants reconnecting after some time apart. The informal setting helped to ease into meaningful conversations and re-establish personal connections – a hallmark of AGN events.

Focused and Forward-Looking: The Technical Program

Friday featured a full day of technical sessions tailored to current challenges and opportunities in cross-border professional practice. Topics included:

• Insuring tax risk
• Exit tax regulations across EU jurisdictions
• The ESG Act: current legal status and implementation
• Setting up a subsidiary in Poland and comparative EU holding structures
• VAT treatment of e-commerce transactions and the legal framework for implementing VIDA

The day opened with a video address from AGN CEO Malcolm Ward, who provided a strategic update on the organisation’s global priorities and member initiatives.

A Cultural and Collaborative Experience

On Friday evening, attendees visited the historic Koneser Vodka Distillery, where they enjoyed a guided tour, tasting experience, and a short film produced by JRD Tax exclusively for the event. The program also included a talk on the Polish economy, a themed quiz, and a formal dinner at one of Warsaw’s top restaurants – an ideal setting for continued discussion and camaraderie.

On Saturday, those remaining took part in a guided tour of Warsaw’s Old Town, with time to explore its heritage sites and charming local streets. The cultural program added a deeper appreciation for the city and gave members more space to connect beyond the meeting room.

Shared Purpose and Lasting Value

The organisers extend their sincere thanks to all who participated, noting the high level of engagement, openness, and expertise shared across the weekend. The event reflected AGN’s ongoing commitment to building strong professional relationships, staying ahead of technical developments, and embracing the distinctiveness of its members.

Participant Reflections

“I would like to thank Tomasz and his colleagues for organising the AGN meeting in Warsaw. It was a very interesting meeting of German-speaking members of our association.”

— Martin Felenda, Partner, Schaffer & Partner, Prague

“Tomasz and his team at JRD did a great job hosting the German-speaking meeting of AGN in Warsaw. Great content, excellent speakers – and best of all, you felt the heart of the great people of Poland. It felt like home to me. Looking forward to our next exchange.”

— André Marius Le Prince, Partner, WLP GmbH, Hamburg

The post Press Release: JRD Hosts the 2025 AGN German-Speaking Meeting in Warsaw, Poland appeared first on AGN International.

Funding Future Investment – Raise new capital funds or is it time to sell up?

Investing in new technologies and funding new skills and fresh talent, all while maintaining independence and your firms unique culture, is no doubt a tall order. The pressure to embrace and resolve these matters is relentless. Competitive pressure, productivity and workload pressure or the pressure of modernizing and transforming your business in the face of near constant developments in technology – all bring the need for capital funds into focus. Some firms rely on a strong balance sheet with reinvested profits. Others draw on modest capital injections from retained earnings, bank lending, or new equity partners, or external backing.

This AGN Global Business Voice publication synthesizes seven strategic capital-raising routes available to AGN member firms. Each has unique advantages, trade-offs. Their strategic fits depending on the firm’s objectives, risk appetite, and ownership philosophy.

Strategic Financing Options Mapped by partner autonomy,
timescale commitment &
funding potential

Left, is an illustrative schematic comparing relative partner autonomy, timescale commitment and funding
potential between options. Individual circumstances and deal structures vary widely, impacting this assessment, and
below we explore the potential pros and cons of all these approaches.

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Tune into our mini podcast on Spotify at the end of this article for a quick summary of the key insights.

Below is AGNs checklist of matters you should consider at the start of your journey to raise capital resources for your firm: The checklist would make useful section headings for an internal project report.

Funding Future Investment 1: Strategic Alliances and Partnerships

Perhaps not the most obvious starting point, but perhaps it’s possible to avoid the need for raising capital altogether? Strategic alliances involve partnering with another organization to drive mutual growth—without full mergers. Accounting firms may align with other firms, consulting or tech businesses, or join investor-backed networks. These arrangements aim to leverage strengths such as client bases, expertise, or technology access. While alliances typically don’t bring a large one-time capital injection, they often reduce capital needs and generate new revenue.

Application Across Timeframes

Suitability for Medium-Sized Firms

Alliances are ideal for firms seeking capability growth over sheer size. For example, a 15-partner firm strong in compliance might partner with a consulting boutique to add advisory depth. Joining an international network allows service expansion across borders, and tech alliances can support transformation goals at lower costs.

Conclusion

Strategic alliances offer a balanced path to growth. While not suited for firms needing fast capital, they enable mid-sized practices to stay competitive, broaden their offer, and access tech—all without giving up control. For firms that want to remain themselves but do more, alliances are a powerful tool. They amplify capabilities, reduce cost burdens, and allow firms to punch above their weight—especially when well-managed and mutually beneficial.

Funding Future Investment 2: Private Equity Investment

PE firms see medium-sized accountancy practices as attractive due to recurring revenues, strong client relationships, and potential for digital and service transformation. These firms provide a foundation for platform-building, where PE can drive rapid growth through add-on acquisitions and operational efficiency.

Why Private Equity Is Interested in Accounting Firms:

PE firms look for:

• Strong EBITDA performance
• Growth potential
• Recurring revenue
• Niche expertise
• Leadership & succession
• Digital readiness
• Cultural fit

Firms demonstrating digital maturity, operational efficiency, and strategic clarity are especially appealing Introduction. Firms with specialist services (e.g., tax, corporate finance, ESG, or tech consulting) often command higher valuations, especially when they’ve embraced digital tools and can scale.

What members can do next?

AGN firms can:

• Learn from peers – AGN members include a raft of firms that have taken PE investment.
• Use diagnostics to assess readiness – The AGN Advisory Migration Diagnostic, the AGN Digital Maturity Diagnostic and the AGN Practice Performance Diagnostic.
• Explore advisory migration through discussions with AGN member firms that are advanced in their journey.
• Build regional platforms with scale – AGN includes members that have catapulted their growth and scale country based acquisitions.

Funding Future Investment 3: Bank & Debt Financing

Banks, credit organisations and other financial institutions allow firms to raise capital via debt—commonly through term loans, lines of credit, or specialized instruments. Accounting firms with stable revenue streams can often secure sizable loans, though usually with personal guarantees equity or seconded on Trading history or forecast future performance. While debt doesn’t dilute ownership, it does require repayment with interest.

Application by Time Horizon

Conclusion

Bank financing is a practical, non-dilutive funding route for medium-sized firms. It supports independence and growth if firms are financially disciplined and confident in their repayment capacity.

Funding Future Investment 4: Employee Stock Ownership Plans (ESOPs)

An Employee Stock Ownership Plan (ESOP) allows a firm to transfer ownership to employees through a trust, often using a loan (leveraged ESOP) to buy partner shares. Over time, profits repay the loan and shares are allocated to employees— usually based on salary or tenure. It’s a form of internal succession and financing, with the added benefit of boosting engagement and retention. Though rare in accounting, ESOPs are gaining traction after BDO USA’s notable adoption in 2023.

Suitability for Medium-Sized Firms

ESOPs work well for firms with steady profits, low debt, and a deep team—especially those facing leadership succession. If a firm has retiring partners and engaged staff, an ESOP can align interests, provide exit capital, and retain independence.

Applicability Over Time

Funding Future Investment 5: Internal Partner Funding

Internal funding involves using the firm’s own partners—current or incoming—to raise capital. This can be through capital contributions, retained earnings, or new partner buy-ins. It’s a traditional method that keeps ownership within the firm, often facilitating generational succession.

Suitability for Medium-Sized Firms

Internal funding is ideal for stable, independently minded firms with upcoming leaders. It suits planned, moderate capital needs—like phased tech upgrades or service expansion—and firms aiming for long-term sustainability.

For instance, a 15-partner firm with retiring seniors and rising managers might use this model to transfer ownership and raise funds simultaneously. It works well when firms reinvest profits year over year, supporting continuous but controlled evolution.

Use Across Timeframes

Conclusion

Internal partner funding is the most traditional financing method for professional service firms. It supports control, stability, and long-term continuity, but comes with limits on capital availability and speed.
It’s most effective when aligned with a forward-looking succession plan and used for investments that can be planned and phased over time. For medium-sized accounting firms prioritizing independence, internal funding provides a reliable, sustainable approach—especially when supplemented with other capital sources as needed.

Funding Future Investment 6: Mergers or Acquisitions (Strategic M&A)

Merging with or being acquired by another firm can inject capital, solve succession issues, and provide scale. It trades independence for resources and often forms part of consolidation strategies in the accounting sector.

Funding Future Investment 7: Public Listing or IPO (Initial Public Offering)

An Initial Public Offering (IPO) represents a bold capital-raising move—opening a professional services firm to public investment by listing on a stock exchange. Although rare in the accountancy world, a handful of firms, particularly in legal and advisory services, have paved the way. Going public can unlock substantial capital, raise brand visibility, and enable rapid expansion—but not without significant governance and regulatory burdens.

Suitability for Medium-Sized Firms

The most high profile listing of firm listings took place in the early 90s with the likes of Numerica and Tenon floating on the UK AIM exchange – a not entirely successful venture. However, listing is back in vogue if in a lower key format largely for the legal sector; Knights Group (UK Law Firm): Listed on the London Stock Exchange AIM in 2018. The Australian legal sector saw firms like Shine Lawyers and Slater & Gordon have listed successfully, demonstrating that professional service businesses can work as public companies—if structured properly.

For most AGN members, a full IPO may not be an immediate option, however, the idea of a quasi-public route is evolving. Firms might:

• List only non-audit subsidiaries (e.g. consulting or digital arms).
• Explore private placements or mini-bonds via capital markets.
• Use ESOPs as stepping-stones to broader market participation.

Ownership Impact

• Original partners may retain a stake, but shareholder interests dominate.
• Board and executive governance become critical.
• Voting rights shift towards institutional or public investors.

The autonomy of the founding partners is reduced—but capital availability and future liquidity options are greatly enhanced.

Application Across Timeframes

Other Financing Options are available

Conclusion

The ability to raise and deploy capital strategically is an increasingly important factor for successful modern accounting firms. Whether it’s attracting private equity, borrowing from a bank, unlocking internal funds, forming alliances, building an ESOP, or merging with a peer, each pathway has a place in a firm’s journey.

AGN members are encouraged to reflect on their current and future needs—balancing ambition, independence, and succession planning. In many cases, a hybrid approach offers both agility and stability. Use this guide as a diagnostic and discussion tool with your leadership team as you build your future-ready firm.

Mini podcast

Tune into our mini podcast on Spotify for a quick summary of the key insights.

Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post A Guide to Funding Future Investment – Raise new capital funds or is it time to sell up? appeared first on AGN International.

Introduction: The Transformation Mismatch

We are living through an era of profound technological acceleration. From AI-powered audit procedures to cloud-based advisory dashboards, the professional services industry is undergoing sweeping change. Mid-sized accountancy firms, including AGN members, are among those leading the charge—making bold investments in digital infrastructure, training, automation, and analytics to enhance client service and firm profitability. But there’s a problem...

Many clients aren’t keeping pace. In fact, the gap between the digital maturity of professional firms and the readiness of their clients is growing wider, and it’s starting to affect relationships, efficiency, advisory services—and in some cases—billable opportunities. We call this the transformation mismatch: a scenario where the firm is ready to move at digital speed, but the client isn’t equipped (or willing) to follow.

This Global Business Voice paper explores how this misalignment manifests, what it means for the delivery of services and advice, and what practical steps AGN members can take to mitigate the risk and capitalise on the opportunity.

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Tune into our mini podcast on Spotify at the end of this article for a quick summary of the key insights.

All AGN members are somewhere on the journey to Digital Transformation. The AGN Digital Maturity Diagnostic Tool (accessible to members only) provides AGN members with a diagnostic report and suggestions on key areas of improvement after answering a series of questions. The graphic below presents the four levels.

Practical Actions for AGN Members: What To Do Now

Here are 7 practical and immediately actionable steps AGN members can take to address client
digital immaturity.

1. Diagnose Your Client Base

Not all clients are equal in digital terms. Conduct a light-touch assessment of your top 50 clients and
classify them into tiers:

• Leaders – already using integrated cloud accounting and open to new tech.
• Followers – some adoption but inconsistent practices.
• Laggards – little to no use of digital tools.

Understanding this segmentation helps you prioritise efforts and tailor approaches.

2. Tailor Communications to Digital Maturity

Generic client emails or newsletters may miss the mark. Consider developing communications that speak
directly to the client’s digital level. For example:

• For ‘laggards’ – “Three simple tech steps that will reduce your admin burden.”
• For ‘leaders’ – “Harnessing AI for real-time business decision-making.

Understanding this segmentation helps you prioritise efforts and tailor approaches.

3. Launch Digital Literacy Briefings

Some clients simply don’t understand the ‘why’ of digital transformation. Host informal webinars,
breakfast briefings, or 1:1 sessions to:

• Demystify terms like AI, automation, and APIs.
• Demonstrate tangible value—like faster response times, better cash flow reporting, or automated
  reconciliations.
• Use simple, real-life client success stories.

This is education without the jargon.

4. Co-Create Digital Roadmaps

Engage your clients in developing their own digital journey. Help them define where they are now, where
they want to be in 12–24 months, and what steps they’ll take to get there. Consider offering these as part
of an onboarding pack, client review, or even as a chargeable advisory product.

Include milestones like:

• Migrate to cloud accounting.
• Implement client portal.
• Introduce simple dashboard reporting.

5. Develop Digital-First Advisory Services

Package services that are not only digitally delivered, but enhanced by digital capability. Examples:

• “CFO Dashboard-as-a-Service” – combining real-time reporting and monthly insights.
• “Cashflow Alerts & Predictive Modelling” – AI-generated forecasts and automated flags.
• “Digital Health Check” – one-time scan of client systems and readiness

These services exemplify your digital ability and offer clients tangible benefit. They can demonstrate to
laggards, what laggards are missing out on.

6. Upskill Relationship Managers to Spot & Sell Digital

Your partners and senior managers are often the closest to clients. Invest in training to help them. What
are the conversation starters? Do your partners/managers have a script around this topic? Are they
equipped with recommended solutions for those that show an interest?

Training might focus on:

• Recognising digital blockers (e.g., manual invoice processing).
• Introduce simple tools (e.g., Dext, Xero projects).
• Share short client stories that highlight transformation success.

7. Incentivise Change with Low-Risk Pilots

Offer time-limited discounts, bundled training, or “first 90 days free” options on new digital services.
This reduces the barrier to entry and lets clients experience the value before committing fully.

It’s about creating momentum and lowering risk—for both sides.

The Digital Acceleration Divide: What’s Going On?

AGN member firms are digitalising at an impressive pace. According to internal benchmarks and diagnostics, over 70% of firms have adopted some level of automation, AI experimentation, cloud systems integration, and dashboard reporting in the last 24 months.

They’re doing this not just to improve margins, but to:

• Increase delivery capacity without headcount.
• Elevate client insight and value.
• Create scalable advisory propositions.

However, client firms—particularly SMEs—are a mixed bag, and so these changes don’t alway get imdiate traction with clients.

Why Clients Are Lagging

Despite the steady advance of digital solutions within accountancy firms, many clients remain hesitant,
slow, or outright resistant to change. This hesitancy can be puzzling to firms that see the benefits so
clearly—but it is rooted in real, often deeply embedded challenges. Let’s explore the most common
causes:

The consequences for AGN firms are significant. As clients hesitate or stall, the firm’s ability to fully leverage its own digital infrastructure becomes compromised. And more than that—relationships begin to strain, as client expectations and firm capabilities move out of sync.

The Three Core Challenges of Client Digital Immaturity

Capability vs Comfort: A Growing Mismatch

AGN firms are increasingly fluent in digital working. From automated data extraction in audit engagements to predictive analytics in advisory, these capabilities are now embedded in many firms’ delivery models. However, when clients remain rooted in paper-based systems or low-tech workflows, the resulting disconnect is stark.

Scenario: For example, a mid-sized accounting firm rolled out an AI-assisted tax reconciliation platform designed to reduce turnaround time by 60%. However, nearly a third of clients declined to use it, citing uncertainty about “AI accuracy” and a preference for their long-time spreadsheet system. The firm is left straddling two workflows—one advanced, one antiquated—undermining efficiency and morale. Firms must then manage the cognitive dissonance of operating at two speeds: high-performance digital with some clients, and analogue friction with others. The costs—both operational and emotional—are real.

2. Digital ROI Stalls Without Client Buy-In

Most AGN members have made significant investments in digitisation—through client portals, automated workflows, intelligent document management systems, and AI-assisted compliance. These investments are intended to increase profitability, scalability, and consistency. But crucially, they rely on client participation to deliver value.

Scenario: If only half your clients upload documents through the portal, the manual chasing begins again. If clients ignore task alerts or continue to send documents via email or post, the system breaks down. Exceptions multiply. Instead of automation freeing time, your staff spend it correcting or working around the exceptions.

This stalls ROI and creates a hidden cost burden—you pay twice: once for the digital infrastructure, and again for the manual work required when clients don’t engage with it.

Worse still, this client behaviour often goes unbilled, because firms feel awkward charging clients for inefficiencies
they themselves created.

3. Advisory Services Need Clean, Timely Data to Work

The growing advisory proposition of AGN members depends on data—good data, recent data, reliable data. Whether it’s offering scenario modelling, ESG reporting, cash flow forecasting, or strategic dashboards, the fuel for these services is accurate and timely input from the client. Without it, even the most sophisticated advisory offer falters.

Scenario: A firm develops a real-time KPI dashboard for a key client. It’s ready to go live. But the client only updates their ledgers once a quarter and refuses to automate bank feeds. The dashboard becomes a digital ornament—impressive, but ultimately unused.

The trust built through advisory work is undermined when insights are incomplete or out of date. And from the firm’s side, the advisory effort becomes unscalable when every project requires a manual workaround just to get basic client data.

Final Word on the Lag

Digital transformation is not just a technical project—it’s a behavioural and cultural shift. AGN firms may have the systems and the know-how, but unless clients can be brought into the ecosystem, that transformation will be incomplete. Addressing the lag is not about forcing clients forward—it’s about understanding the reasons behind their resistance, and finding empathetic, ways to help them take the next step. That’s the opportunity for AGN members: to become not just accounting firms with great tec—but true transformation partners for the clients they serve.

The Advisory Opportunity: Turn the Gap into Growth

While the mismatch presents challenges, it also unlocks one of the biggest growth opportunities for mid-sized firms: become your client’s digital transformation guide. This is advisory with a capital A—and it’s exactly the journey AGN’s Advisory Migration Methodology (AMM) supports. The four regions of the AGN Advisory Migration Methodology (Data & Skills Inputs, Service Framework, Stakeholder Environment, and Outputs & Reporting) can be directly applied to assisting a mutual shift towards digital transformation and post digital advisory. The fact is your firm already understands the levers of the methodology – the opportunity here is to apply them to yours and the client’s business.

Top Tips:

Use what the software can provide to improve Outputs & Reporting. Help a client design board-level easy to access and interpret dashboards.
Offer training sessions to teach Foundational Skills data analysis skills to your client’s finance team.
This not only supports your client—it differentiates your firm in an increasingly commoditised market.
Think carefully about the Stakeholder & Business Environment. Understand how to manage change resistance in the client team.

Conclusion: Mind the Gap—Then Close It

Digital transformation has shifted from optional to existential. Your firm may already be adopting
the tools, platforms, and thinking required to thrive in the new era—but your clients may not
be ready. This readiness gap is now a defining feature of modern professional service delivery.
Firms that fail to bring their clients along risk frustration, underutilised investments, and missed
revenue.

But those who embrace the opportunity to educate, support and lead clients into the digital
age will:

• Unlock deeper relationships.
• Build scalable advisory offerings.
• Future-proof their own value proposition.

Mini podcast

Tune into our mini podcast on Spotify for a quick summary of the key insights.

Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post The Pace of Digital Transformation vs Client Readiness appeared first on AGN International.

Bridging Generations, Building Unity

The 2025 Excellent+NextGen event launched with a standout intergenerational session, “Bridging the Generational Gap: How Can We Better Co-Exist?” This engaging workshop invited participants to examine—and laugh about—their generational quirks, from Gen Z’s digital-native instincts to Gen X’s just-get-on-with-it mindset. Through collaborative exercises, attendees uncovered ways to bridge generational divides and harness diverse perspectives for better team cohesion and stronger client service.

A lively evening activity and informal dinner provided time for deeper conversations among peers of all experience levels.

NextGen Track: Equipping Emerging Leaders

Friday’s NextGen Track began with a focused ESG Update, providing insights on the latest developments in sustainability reporting and regulation. Participants then dove into Advisory Development, analysing a strategic case study from the perspective of younger professionals and applying the Kotter change management framework to envision a future-ready firm.

In the afternoon, Elevating Digital Maturity encouraged NextGenners to assess their firm’s current digital standing and explore practical tools and strategies for technology adoption and innovation. The day concluded with a look at IT Audit and Financial Integrity, reinforcing the importance of strong digital governance across all service lines.

“The NextGen Track was really interactive—it gave us not just updates on ESG and tech trends, but a chance to apply real-world frameworks like Kotter’s to imagine how we can shape more agile and innovative firms. The sessions on digital maturity and IT governance were especially valuable in connecting strategy with practical action. The real discovery was learning the differences between what was important to our generation in comparison to our firm partners generation.”

Jasmin Weckerle, Tax Advisor, Wirtschaftstreuhand, Germany

Firm Leader Track: Strategic Vision for NowGen

Firm Partners followed a parallel Firm Leader Track, beginning with an AGN Update before delving into their own version of Elevating Digital Maturity. The session provided high-level strategic insight into how firms can strengthen their digital capabilities and remain competitive in an evolving market.

Later, during Advisory Development 2, Firm Leaders were briefed on the strategic decisions made by their NextGen counterparts earlier in the day. Using the same case study, NowGen teams tackled practical implementation challenges—finance, delivery, and change management—highlighting the value of intergenerational dialogue in shaping advisory success.

The track concluded with an ESG Update for NowGen, where leaders explored how emerging regulations will affect firm operations and client advisory.

“Focused topics, some considered to be the ‘elephant in the room’, such as generational issues addressed and navigated in practical rather than conceptual means to equip us delegates to navigate these issues .”

Steve Johnson, Head of Audit – Partner, RPGCC, UK

Andy Bewick, Partner at Ballards LLP commented, “I’ve really benefitted from relevant content, digital maturity, ESG and the interaction with NextGen from other EMEA firms has been a refreshing addition to the conference.”

The post 2025 Excellent+NextGen in Mallorca Unites Generations and Embraces Digital Evolution appeared first on AGN International.

Recognising accounting as a STEM (Science, Technology, Engineering, and Mathematics) field not only enhances financial literacy among innovators but also instils sense of accountability, essential for sustainable growth.

In a rapidly evolving business landscape, there is a strong case for integration of accounting into STEM disciplines which is also gaining momentum globally. This shift is particularly pertinent for India, where a burgeoning focus on STEM-driven entrepreneurship only further increases the necessity of robust accounting knowledge.

Recognising accounting as a STEM field not only enhances financial literacy among innovators but also instils a critical sense of accountability, essential for sustainable growth.

Need for steam in STEM

Traditionally, accounting has been viewed through a purely financial lens. However, the modern accounting profession increasingly intersects with technology and data analytics, not to speak of risk management, aligning closely with STEM fields. This integration facilitates advanced financial modelling, predictive analytics, and efficient resource management, all of which are vital in today’s data-driven economy. If accounting were part of the STEM portfolio, it would be clear that it is a pathway to putting high-level technical skills to practical use.

Enhancing entrepreneurial success in STEM

India’s entrepreneurial ecosystem is witnessing a surge in STEM-related start-ups, ranging from biotechnology to information technology. While these ventures are often rich in innovation, they may stumble on the financial acumen necessary for long-term success. Integrating accounting education into STEM curricula can bridge this gap, equipping entrepreneurs with the skills to manage finances effectively, assess economic viability, and make informed strategic decisions. This fusion ensures that technological innovations are supported by sound financial planning, increasing the likelihood of sustainable success.

Accounting in an environment of dynamic pricing

In an era where dynamic pricing has become the norm across industries from e-commerce and ride-hailing services to airline ticketing and renewable energy, accounting plays a crucial role in strategic decision-making for STEM entrepreneurs. The ability to analyse cost structures, determine break-even points, and assess marginal costs is essential for businesses operating in volatile pricing environments. Knowledge of accounting empowers entrepreneurs to optimise pricing strategies based on real-time financial data, ensuring profitability while remaining competitive. By integrating cost accounting principles with data analytics, start-ups can make informed decisions on pricing elasticity, discounting strategies, and revenue optimisation. This financial acumen not only helps businesses stay agile but also fosters long-term sustainability in a rapidly evolving marketplace.

Promoting accountability and governance

Incorporating accounting into STEM education fosters a culture of accountability. Entrepreneurs trained in accounting principles are better prepared to implement transparent financial practices, adhere to regulatory requirements, and build trust with investors and stakeholders. This accountability is crucial in mitigating risks and maintaining the integrity of business operations.

Entrepreneurs today operate in an environment where external financing, whether through debt or equity, is not just an option but a necessity for scaling their businesses. However, with increasing reliance on external funding comes heightened scrutiny from investors, lenders, and regulatory authorities. Equity investors demand transparency in financial reporting to assess the viability of their investments, while lenders require assurance that financial obligations can be met. As financial transactions grow in complexity, so do accounting standards and compliance requirements, making it imperative for entrepreneurs to have a strong grasp of financial discipline. Adhering to recognised accounting principles and regulatory norms is no longer a procedural formality but a fundamental expectation that determines access to capital, investor confidence, and long-term credibility.

Despite the enormous potential of many start-ups, failure to meet these expectations has led to serious consequences. In recent years, several high-profile startups in India have suffered significant setbacks due to governance failures and financial mismanagement. Byju’s, once a dominant player in the edtech sector, found itself entangled in financial controversies, including delayed reporting, misaligned growth projections, and concerns over fund utilisation, all of which contributed to a drastic erosion of investor trust.

BharatPe, a promising fintech company, saw leadership disputes expose deeper governance flaws, raising red flags about internal controls and accountability. Zilingo, a fashion e-commerce startup, collapsed under allegations of financial misrepresentation, leading to the ousting of its CEO and eventual business failure. GoMechanic, an automotive service start-up, admitted to inflating revenue figures, triggering a crisis that resulted in mass layoffs and investor exits. Similarly, Mojocare, a health and wellness start-up, came under scrutiny for financial irregularities that further underscored the need for rigorous compliance frameworks.

These references serve as a stark reminder that financial missteps, whether intentional or due to negligence, can derail even the most promising ventures. Investors, regulators, and other stakeholders now expect start-ups to maintain not only innovative business models but also sound financial discipline. The ability to navigate complex accounting standards and compliance requirements is no longer optional but a prerequisite for survival in an increasingly scrutinised start-up ecosystem. As the funding environment becomes more selective, entrepreneurs who prioritise financial transparency and governance will stand a far better chance of securing capital, sustaining investor confidence, and ultimately building businesses that last.

The growing importance of ESG considerations

Environmental, Social, and Governance (ESG) factors are becoming central to business evaluations, not to speak of taxation issues, worldwide. In India, regulatory bodies like the Securities and Exchange Board of India (SEBI) have proposed expanding the sustainable finance framework, emphasising the need for comprehensive ESG reporting. Accountants play a pivotal role in this context by identifying relevant metrics, developing measurement methodologies, and ensuring the accuracy of ESG disclosures. Their expertise ensures that companies not only comply with regulations but also contribute positively to societal goals.

As India continues to advance in STEM fields, recognising accounting as an integral component of this framework is imperative. This recognition will equip entrepreneurs and professionals with the financial expertise necessary to navigate complex business landscapes, uphold accountability, and meet evolving ESG standards. By embracing accounting within the STEM paradigm, India can foster a more holistic approach to education and business, driving innovation that is both economically viable and socially responsible.

Contributed by:

R V K S and Associates

Head Office Location
No.147, Rajparis Trimeni Towers
GN Chetty Road,TNagar, Chennai- 600017.

Branches: Chennai, Banglore, Hyderabad, Andhra Pradesh, Maharashtra

Web: www.rvkassociates.com
Email: assurance@rvkassociates.com
Phone: 044-28150540/541/542

The post Why Should Accounting Be Considered a STEM Discipline? appeared first on AGN International.

Our latest edition of Global Business Voice, The Future of Accounting, explores insights from the winning entry of the AGN 2024 ‘Road to Rome’ NextGen Challenge—AGN International’s flagship global competition aimed at fostering strategic thinking, collaboration, and innovation among early-career professionals.

On the move?
Tune into our mini podcast on Spotify at the end of this article for a quick summaryof the key insights.

How NextGenners Envision the Future of AI in Accounting

Among seven teams, each comprised of three individuals from AGN member firms across different countries, Team 5 emerged victorious. Their work showcased a visionary, practical, and deeply insightful approach to AI and digital transformation in accounting, setting a compelling benchmark for how future professionals will shape the industry.

Their two winning submissions tackled the profound implications of automation and AI in auditing, finance, and advisory services. Their thought leadership was not only forward-looking but also structured in a way that accounting firms can adopt to future-proof their workforce, service offerings, and ethical considerations.

A Vision for the Future — and the Strategic Shifts Required

The Road to Rome challenge is more than just an academic exercise. It is a window into how the next generation of accountants sees the profession evolving. The NextGenners’ vision of the future suggests that accountancy firms must make deliberate, strategic shifts:

1. From Compliance to AI-Driven Advisory: The future accountant will not be a compliance officer but a strategic AI-powered consultant. AGN support members journey to advisory with the following detailed guides and resources: AGN Migration Methodology related materials and AGN Advisory Resource Center

2. From Data Entry to Data Interpretation: AI will handle financial processing, while accountants must master advanced data analytics to deliver real insights.

3. From Traditional Risk Assessment to Real-Time Cybersecurity & AI Ethics: AI will flag financial risks in real time, but human professionals must ensure regulatory compliance and ethical AI decision-making.

Challenge 1: AI and Automation – The Future of Accounting Jobs

The first challenge asked teams to explore how AI and automation will redefine the accounting profession by 2030. Team 5 took an analytical approach, identifying a fundamental shift: the automation of routine accounting tasks will create new, higher-value roles focused on oversight, cybersecurity, advisory services, and AI governance.

Their research highlighted key transformations:

• Tasks Replaced: AI will handle risk assessment, financial report generation, audit report writing,
  document summarisation, reconciliations, and real-time anomaly detection.
  
• Tasks Added: A surge in demand for AI oversight, cybersecurity, advanced data analysis, AI-driven
  client advisory, and compliance monitoring.
  
• The New Audit Senior Manager: The traditional audit manager role will evolve into a hybrid AI expert and strategic consultant, requiring skills in AI oversight, cybersecurity, regulatory compliance, and relationship management.

Team 5 went a step further, crafting a job description for the Audit Senior Manager of 2030. They forecasted a blend of technology expertise, strategic advisory, and AI-enhanced decision-making as core competencies, rather than simply auditing financial statements.

What Can Member Firms Learn?

Team 5 – The Changing Roles in the AI Age – Audit Senior

Challenge 2: Future-Ready Leadership – A Learning & Development Roadmap for AI in Auditing

Team 5’s second challenge focused on the practical side of AI adoption: how should firms train their workforce to thrive in an AI-driven accounting environment? Their response was a comprehensive Learning & Development (L&D) Program for Future Audit Managers, structured around five critical pillars:

01. AI Systems Management
– Introduction to AI-powered auditing tools used by firm
– Managing automated data entry and financial report generation tools
– Customization of AI systems specific to firm and client needs

Key Skill: AI Software Expertise

02. Cybersecurity
– Cybersecurity threats in financial systems
– Strategies to detect and prevent cyber attacks
– Mitigation plan in case of data breaches

Key Skill: Risk Mitigation

03. Governance: Ethical and Regulatory
– Industry-wide regulatory & compliance requirements
– How to avoid algorithmic bias and ensure transparency

Key Skill: Compliance Management

04. Develop as a Client Advisor
– Provide AI-augmented advisory services
– Customizing AI-generated forecasts for individual client need

Key Skill: Relationship Development

05. Collaboration
– How to effectively lead hybrid human-AI teams
– How to foster a culture of innovation and continuous improvement

Key Skill: Project management

Lessons for Accounting Firms: How to Stay Competitive in an AI World

Final Thought: The Road to the Future is AI-Powered

Team 5’s Road to Rome victory is more than an award—it is a clear call to action for AGN firms worldwide. Their insights provide a blueprint for how firms should adapt to digital transformation, ensure their staff remain relevant, and deliver cutting-edge advisory services in an AI-first world.

For AGN firms that wish to remain ahead of the curve, the time to act is now. AI is not a distant future—it is here. And if firms don’t seize the opportunity to train their staff, reimagine advisory services, and embed AI into their operations, they risk being left behind.

Next Steps: How AGN Firms Can Adapt

• Adopt a structured AI training framework, similar to Team 5’s L&D proposal.
  
• Invest in AI-powered auditing and advisory tools, ensuring staff can leverage them effectively.
  
• Reassess service offerings—AI-powered cybersecurity, digital compliance, and AI consultancy
  should become core services.
  
• Position AI expertise as part of the employer brand—Attract and retain talent by ensuring professionals see AI as a career accelerator, not a threat.

Team 5 may have won Road to Rome, but their challenge-winning insights should serve as a strategic playbook for every AGN firm looking to remain competitive in a rapidly evolving AI-driven world.

AGN Resources:

• The AGN Advisory Resource Centre
• GBV: Unleashing the Power of ChatGPT
• GBV: The AGN Advisory Migration Methodology
• GBV: Making Sense of Cryptocurrencies: Part #1
• GBV: Metaverse Part 1 – The real reality?
• GBV: Metaverse Part 2 – The business implications

On the move?

Tune into our mini podcast on Spotify for a quick summary of the key insights.

For further information on this topic or anything relating to the AGN International Association of Accounting and Advisory Firms or to become an AGN member, please email your closest AGN Regional Director (see below) or go directly to www.agn.org.

Copyright © 2025 AGN International Ltd. All rights reserved. No part of this publication may be reproduced, distributed, or transmitted by non-members without prior permission of AGN International Ltd.

The post The Future of Accounting – Insights from AGN NextGenners appeared first on AGN International.

Running a successful business involves more than knowing your market and delivering quality products or services; it also includes knowing when to seek professional advice. Business advisory services provide customised support in all business functions, from strategy and operations to finance, thus helping businesses make informed decisions toward growth and resilience.

1. Challenges of Rapid Growth and Scaling

The most exciting but equally challenging times for any business must surely be when it begins to enjoy rapid growth. It could be expanding your client base, new product lines, or increased sales volumes, each with complex operational and financial demands. On one side, growth is a good signal, and on the other, it needs planning if it has to be sustained.

This can be a setup to structure and have systems in place so that more activities can be allowed without straining resources. An example of how a business advisor may be helpful is in the creation of processes that are scalable, enhancing the management of supply chains, and optimising cash flows to ensure growth is attained and sustained. Practices introduced during the period are at top efficiency, preventing common troubles such as cash shortages or over-extended resources from halting expansion.

2. Financial Strains or Irregular Cash Flow

A stable cash flow lies at the heart of good health for any company, but it can get very tricky to handle when the markets get turbulent. More often than not, the symptoms of a cash-flow problem indicate deeper issues in financial management, pricing strategy, or expense control. Business advisory professionals can provide insights in cash-flow forecasting, expense management, and budgeting that would help build financial stability and resilience.

Business advisors may also offer turnaround strategies that will assess current financial practices and identify areas of improvement when there is mounting debt or declining profitability. They may help to restructure debt, renegotiate contracts, or streamline operations so as to cut down on costs and eventually have better financial health.

It can also give specific counselling on how to access funding, such as loans or investments, that best fits your business objectives. For companies that partner with an accounting firm in Sydney, having access to strong financial expertise means taking a holistic approach to financial management. With its house advisors, the firms can mitigate financial risks and start working toward building healthy cash flow to support sustainable growth.

3. Strategic Planning Needs to Ensure Long-Term Success

Strategic planning is a must for any business that intends to succeed over the long term. Whether it is about setting goals for the next quarter or thinking of where you want to be in five years, a clear strategy aligns efforts and resources toward the accomplishment of growth objectives. However, developing a strategic plan that is ambitious, yet achievable, comes with experience and insight into the fast-moving dynamic business environment today.

Professional advisers bring fresh vision and methodologies to the process of strategic planning. They may help in clarifying business objectives, spotting expansion opportunities, and setting attainable goals. The advisors will work with the leadership of the organisation to come up with strategies that balance the short-term needs with the long-term vision. Such guidance would be especially applicable to businesses forging into new markets, launching new products, or operating in difficult competitive environments.

4. Navigating Regulatory and Compliance Requirements

Regulatory compliance is important to maintain legal standing and protect the reputation of a company. However, regulatory requirements in highly regulated or dynamic industries can be very costly and time-consuming if not properly managed. Whether it be in healthcare, finances, or any manufacturing business, it becomes very important to keep updated with all the regulatory requirements.

The advisory professionals in business can provide expert guidance on compliance, offering solutions that will reduce the risk of costly penalties and legal issues. They thus help establishments set up their own compliance programs and develop effective record-keeping practices to keep them updated with changing legislation that might affect their operation. Prevention of disruptions in operation and protection of reputation is therefore possible through proactive compliance.

5. Requirement for Risk Management and Resilience Planning

Organisations must prepare for risks that can impact their day-to-day operations and the long-term success of the business in uncertain business environments. Whether it be financial, operational, or market-based, risk management must be done to its fullest extent. Advisors offer expert identification and assessment of risks by carrying out extensive vulnerability and threat assessments. Analysis may include financial statement analysis, supply chain risks, and many other contingency plans designed to deal with different scenarios.

Advisers help businesses build resilience: Diversifying revenue sources or getting insurance against unplanned losses. In so doing, companies remain agile and responsive in times of uncertainty and are less affected by unforeseen events.

6. Ownership Transition or Succession Plan

For many business owners, preparing for the future includes planning for leadership succession or ownership transition. Whether you’re planning for retirement or looking to pass the business on to a new generation, a well-thought-out succession plan ensures continuity and stability. Transitioning ownership without a clear plan can lead to operational disruptions, financial strain, and loss of customer trust.

Business advisory services can help an owner through the complexity of succession planning. It provides advice on structuring ownership transfers, preparing successors, and dealing with the financial implications. They will also work with you to identify key talents within the company who are suited for future leadership roles and help in developing training plans to prepare them for their responsibilities. Business owners will surely have confidence that with a systematic plan in place, their business will keep going well, even through transitions.

Contributed by:

Calibre Business Advisory

Head Office:
Level 8, 1 York St
Sydney NSW 2000
AUSTRALIA

Web: https://calibreba.com.au/
Email: tim.sury@calibreba.com.au
Phone: +61 2 9261 2177

The post Business Advisory Services: When Should We Consider Using Them? appeared first on AGN International.

Artificial intelligence (computing intelligence) has come a long way for the mainstream user. In the past decade, this technology has grown from simple machine learning to artificial superintelligence. Implementing new AI software can feel a bit overwhelming in business, especially when leaders lack technological expertise. However, businesses that fail to embrace AI and other machine learning software are foregoing a fantastic opportunity to boost their productivity and improve efficiencies in nearly all areas of their business.

What is artificial intelligence?

Artificial intelligence is, at its simplest definition, the intelligence of machines. Rather than relying on human intelligence, businesses that use AI are harnessing the power of machines to solve problems and make decisions.

AI isn’t just one type of technology. It represents a varied and wide range of capabilities. We like to classify AI into one of the following three categories:

Machine Learning

Artificial Narrow Intelligence (ANI)Machine learning is the simplest and weakest form of AI. Machine learning uses data and algorithms to perform tasks without being fed specific instructions. The software gathers information, generalizes that information, and predicts what action to take next. Over time, with help from human correction and more data, it learns how to perform those tasks more accurately.

Natural language processing systems (like Siri and Alexa) and computer vision (which is used in self-driving cars) are examples of machine learning.

Machine Intelligence

Artificial General Intelligence (AGI)Machine intelligence takes machine learning one step further by having the software rely on a biological neural network to solve problems and perform tasks. Although currently theoretical, AI that uses a biological neural network will operate much like the human brain. The system will learn continuously from unlabeled and uncategorised data, forming a complex network of neurons that tell the centralised “brain” where to direct its focus.

Machine Consciousness

Artificial Super Intelligence (ASI) Machine consciousness is another version of AI that is theoretical. Machine consciousness is when a machine’s intelligence surpasses that of humans — in all aspects. Machine consciousness is also known as superintelligence.

In business, there are a nearly infinite number of ways you can use artificial intelligence to improve your business. One of the most common and easily accessible is generative AI.

What is generative Artificial Intelligence?

Generative AI is software that generates text, images, audio, etc. using information from predetermined data sets. The software identifies patterns and structure within those data sets to build new and unique results.

ChatGPT is the most well-known example of generative AI. ChatGPT is a chatbot that responds to questions or prompts, mimicking human responses. Businesses have tried incorporating it into their operations after seeing how powerful ChatGPT can be. But generative AI software has its faults, and businesses should be careful when using it.

Generative AI can make up false information

In a cringe-worthy case from 2023, one lawyer’s expertise was called into question when he used ChatGPT to craft a motion that used case law that had been completely fabricated by ChatGPT.

Generative AI can be biased

Depending on how you pose the question, ChatGPT can produce biased results. This could steer your team away from finding the best solution, or it could prevent you from seeing the problem from all angles.

Generative AI may violate intellectual property law

Though ChatGPT argues that it is exempt from copyright law under the “fair use” rule, AI may generate outputs that infringe upon or even reproduce copyrighted images, text, or audio. In a recent lawsuit against Stable Diffusion and other AI software companies, Getty Images points out that the images being generated by these companies aren’t unique enough, as evidenced by the fact that some of the AI generated images include the Getty Images watermark.

Even though generative AI has its weaknesses, there are many valid business uses for it if you use it the right way.

How should you use generative ArtificiaI Intelligence in business?

Use AI as a starting point

Your business should harness the power of AI but should always validate the results. AI can be a fantastic way to brainstorm ideas, create a first draft, or build a new model, but a human should always review the AI’s output before you put it to use.

Choose your AI model wisely

In general, ChatGPT uses any and all information on the internet to craft its responses. With other models, like Microsoft Azure’s OpenAI, you can pre-select the data it uses. For example, if you want your model to generate marketing emails or product descriptions, you can tell your software to only use your company’s prior marketing emails and product descriptions when generating new outputs. This will ensure consistency in brand communications over time and will ensure you’re not copying another company’s content.

Choose a secure model

Using a secure AI system requires you to manage access to your data. You should do this from multiple angles.

• Monitor ingress and egress traffic.
• Encrypt your data.
• Keep logs of all activity.
• Communicate expectations with your team about how to keep data secure.
• Employ physical security controls on workstations – and at data centres.

Fortunately, when you use a more reputable model for generative AI, you’ll likely have better security controls already embedded in the product.

To Summarize…

If your organisation doesn’t allow for the use of AI, it’s falling behind. AI is the future of business.
Although we have some concerns about using AI, there are many ways you can use it safely. It may require some thoughtful changes on your part, but those changes shouldn’t deter you from exploring further.

The software you currently use likely already has embedded AI capabilities, so we recommend you begin by contacting your software providers to learn more about those options. But before you employ any AI solution, contact a third-party consultant you trust.

Meaden and Moore advisors can help ensure that your AI solutions are not only serving your company in the way you hope but are also doing so safely and securely. Contact us today to discuss business uses for generative artificial intelligence with our team. Our Meaden & Moore advisory team would be happy to assist.

Contributed by:

Meaden & Moore

1375 East Ninth Street, Suite 1800 Cleveland, Ohio 44114-1790
UNITED STATES

Web: https://www.meadenmoore.com/
Connect: https://www.meadenmoore.com/contact
Phone: 866-752-4651

The post Are There Valid Business Uses for Generative Artificial Intelligence? appeared first on AGN International.

North America West Coast Subregional Meeting Highlights

The meeting began with a warm welcome from Rob Redwitz, partner of host firm, Redwitz, followed by an orientation led by Lead Facilitator, Kevan Kirksey CPA, of Henry & Peters, P.C. Attendees shared updates from their firms, followed by focused breakout sessions addressing critical industry topics, including Outsourcing, Technology and AI, and Workflow Management. These sessions encouraged dynamic group discussions and problem-solving, providing actionable insights for participants. 

Adding to the agenda’s rich content, AGN member firm BM&A, headquartered in France, provided an overview of their services and introduced the AGN Talent Secondment Program (formerly the Staff Exchange Program). This forward-thinking initiative, actively implemented in collaboration between BM&A and Redwitz across borders, highlights AGN’s commitment to enhancing global connectivity and supporting professional development.

The agenda included an evening of bowling and dinner at Irvine Lanes, an opportunity for participants to make new connections and build existing relationships in a fun and friendly environment. 

“The opportunity to meet face-to-face with peers from across the region and engage in meaningful discussions about shared challenges is invaluable,” said one attendee. “The structured breakout sessions and presentations gave us practical tools to bring back to our firms, while the social activities reinforced the sense of community that makes AGN unique.”

Victoria Lee, Director of Human Resources at Redwitz

AGN Member Agenda Focus

The meeting’s facilitated discussions aligned with the AGN Member Agenda, a framework designed to help firms build value through innovation, collaboration, and shared learning. Delegates explored strategies for navigating industry shifts and leveraging change as a growth opportunity, ensuring their firms remain competitive and forward-thinking.

Wrap-Up

The event concluded with group presentations, allowing attendees to share insights and action plans developed during the breakout sessions. As the delegates returned to their respective firms, they carried with them new perspectives, strategies, and connections, all contributing to the broader success of the AGN association.

AGN International remains committed to supporting its member firms through events like the West Coast Subregional Meeting, empowering them to embrace change and thrive in an ever-evolving industry landscape.

The post AGN 2024 North America West Coast Subregional Meeting Focuses on Change Management appeared first on AGN International.