“Transparency is no longer optional”

Q: Can you tell us about your journey to becoming the CEO of Accountancy Europe?

Eelco: Throughout my career, I have taken on many different roles spanning compliance, tax, treasury, risk management, and governance. During that time, I have focused on reducing burdens on businesses while enhancing efficiency and compliance. I also became deeply involved in sustainability reporting standard-setting from a global perspective—a turning point in my career as the former CEO of GRI.

When the opportunity to lead Accountancy Europe arose, it felt like a natural step—amplifying the profession’s voice with policymakers, businesses, and society. Accountancy Europe’s unique mix of members represents the broad spectrum of our profession, making it an ideal platform to create connections and foster progress.

Q: Can you describe your management style?

Eelco: Empowerment has been central to my leadership philosophy. I believe in trusting people and supporting them in achieving their objectives. Success is a team effort, and as a leader, I see it as my responsibility to shoulder failures while celebrating the team’s accomplishments. Poor leadership often stems from taking credit for others’ success and avoiding accountability for failures.

Q: When you were appointed Chair of the TPG, there were some concerns that you were not “traditional” enough. Now, as CEO, do you think this reflects a broader change in mindset across the profession?

Eelco: I have always believed in embracing innovation to stay relevant in an ever-changing world. While some might have considered my approach unconventional at the time, I think the profession has evolved significantly since then. We are now more open to forward-looking approaches and adapting to change. This mindset shift is crucial as we tackle challenges such as sustainability, digital transformation, and evolving stakeholder expectations.

Q: You have witnessed groundbreaking changes in the profession over the decades. Where do you see the profession heading, and what are the next big challenges?

Eelco: The rationalisation of standards reporting, driven by globalisation, will play a significant role in the future—for instance, ISSB and ESRS working together to streamline requirements. Smaller organisations will benefit from digital transformation and automation, reducing costs and tedious manual work. For the profession, the next big challenges lie in business optimisation, enhancing reporting efficiency, and maintaining attractiveness to new talent.

Digital transformation and AI are expected to enhance the computing and audit power of smaller organisations, making the profession more attractive. The automation of tedious work will make accountancy more accessible to small and medium enterprises, leading to a more holistic business reporting strategy.

I also want to emphasise the importance of partnerships between professional bodies, governments, and businesses to address global challenges such as climate change and economic disparity. Collaborative efforts will enable the profession to have a more profound impact on society.

Q: What do you see as Accountancy Europe’s mission? Or perhaps, what is it best placed to do?

Eelco: Accountancy Europe represents the interests of all professionals within the field—from the public to the private sectors, from small practitioners to large firms. We are unique in bringing together diverse perspectives. We connect people and provide insights that translate into recommendations for policymakers to make decisions that are based on facts and not perceptions.

The profession plays such a pivotal role in society in various capacities. For example, sustainability reporting plays a part in taking notice of the planet and people’s needs. Providing assurance gives investors data that enable decision-making and contribute to capital markets.

Our work contributes to creating a sustainable ecosystem for financial markets and social environments, ensuring that we support the needs of businesses, people, and the planet.

Q: How do you balance anticipating the future needs of the profession with responding to members’ current demands? 

Eelco: It is a balancing act. The world is changing rapidly, and we need to be forward-thinking while addressing immediate priorities. This requires pragmatic leadership—we must keep the boat afloat while charting a course for the future. Flexibility and a willingness to adapt are key.

Q: Accountants play a vital role in promoting transparency and accountability. How can they demonstrate their commitment to society alongside their professional responsibilities?

Eelco: As accountants, we operate under intense scrutiny. Mistakes are noticed immediately, so it is vital to combine high-quality technical work with strong ethical standards. At the core of our profession is an internal compass that guides us through dilemmas. Transparency is no longer optional—decisions and actions should stand up to public scrutiny. If I am ever in doubt, I ask myself, “How would I feel if this were published in the news tomorrow?” That is the level of accountability we must uphold.

Q: The technological landscape is evolving rapidly. How do you see this transformation affecting the profession?

Eelco: Technology will fundamentally change the way we work, from predictive analytics to automated risk assessments. I do not see AI as a revolution, but as a tool to increase our capabilities and attract new talent by eliminating tedious tasks. However, it is essential to recognise that these changes will impact business models and require us to adapt continuously.

Q: Ensuring the profession’s attractiveness is an ongoing challenge. What more can be done to showcase its value to younger generations?

Eelco: We must embrace diversity and open ourselves to new realities. Our governance models and management structures need to evolve. Our workforce is changing, and their expectations are different. We cannot rely on aspirations from past generations—we need to adapt to market realities.

The profession also needs a better narrative to attract young talent. This includes showcasing the evolving and fascinating nature of the work and reviewing current business models, structures, and entry paths to ensure they are fit for the future.

Q: The talk of the town is the EC’s upcoming Omnibus proposal, where we will be seeing what is in store to alleviate burden for companies.

Eelco: Assessing practices and whether set objectives are being reached is always good. But it should not lead to situations where credibility is compromised. Our role is to provide insights that help policymakers balance these objectives. The CSRD is a good example—we have provided practical advice to address implementation challenges and ensure standards are credible without overburdening businesses.

The system needs to be stable and predictable, balancing any burden reduction with  strategic objectives.  At the end of the day, listening and compromise are crucial—nobody can have it all.