Monday, September 22, 2025

The most powerful people in consulting in 2025

 The  problem with taxing the rich - Fiscal systems designed around income and consumption struggle to capture wealth, and billionaires are highly mobile

 

The most powerful people in consulting in 2025

AFR Magazine’s hotly anticipated Power issue includes lists of the key players across five industry sectors. Here are the year’s leaders in consulting.


A two-year-long contraction in the Australian advisory sector is ending, and the big four consulting firms are now expecting modest growth this financial year. The downturn led to Deloitte, EY, KPMG and PwC cutting almost 500 partners and more than 5000 staff from a 2023 peak.
The slump – caused by factors including the long shadow of the PwC tax leaks scandal, nervous private sector clients, fewer deals, and the unknown effect of artificial intelligence – caused a power shift at the big four, from the consultants to the auditors.
The glamour boys and girls of the firms’ consulting arms have been humbled, while the typically serious auditors have gained the upper hand. (Life continues as normal for the always-confident tax advisers.)
For the big four auditors, the trend of listed companies tendering their audit contracts roughly once a decade has made the business dynamic and exciting. But it has had the opposite effect for their consulting colleagues, who must drop clients because of strict independence rules when a company opts to be audited by their firm.
There has also been less work for the big four consultants because clients are less willing to undertake traditional big change projects.
Making life more difficult is the renewed competition from technology consulting giants such as Accenture and overseas-backed upstart firms like Alvarez & Marsal and FTI Consulting.
Those smaller firms, along with fast-growing mid-tier accounting firm BDO, have also recruited dozens of big-four partners. Many who have made the move describe it as a return to how their former firms used to operate, where partners had the autonomy to build a business.
Of the big-four leaders, KPMG Australia chief executive Andrew Yates has performed the best this year, while PwC Australia CEO Kevin Burrowes has made significant progress on his firm-wide reform program.
A key woman in the sector, Deloitte Australia CEO Joanne Gorton, doesn’t make this list. She only started in the top job in February, for the final four months of the firm’s difficult 2025 financial year. She, like her peers at KPMG and EY, expects the firm will grow this financial year.
Outside the big four, Accenture is firing thanks to its joint venture with Telstra and its strong pipeline of government work, while McKinsey came out of the shadows to publicly steer the national debate on productivity directly.

Also notable is the Commonwealth’s in-house advisory unit, Australian Government Consulting, led by Andrew Nipe. The unit continues to disrupt the public sector advisory market with a focus on “rare but repeatable” work across the Commonwealth.

1. Andrew Yates

Andrew Yates. 
Careful cost control by KPMG Australia CEO Yates delivered a 10 per cent increase in average partner pay for the 2025 financial year. Yates, a veteran auditor, has reshaped the business in response to the advisory downturn and changing client demands.
This has included a renewed emphasis on winning major external audit contracts and cuts to the consulting division. During the year, the firm won the Brambles external audit and retained the Qantas audit contract. The lucrative Macquarie Group auditdespite governance issues raised by a proxy firm, is the next contract up for grabs.
KPMG consultants have had a mixed year. Those in the mid-market enterprise division performed well, while those in the main consulting business have struggled.
Outgoing senior partner Paul Howes, who led the main consulting business, kicked off his restructure of the division in mid-2024 by unkindly noting that client demand had shifted away from “legacy assessment and advice services”. Revenue in the division was down by almost 20 per cent in the year to June. Howes (No. 3 last year and No. 5 in 2020) is departing for the fledgling firm of former PwC CEO Luke Sayers. This will give Howes’ replacement, Brad Miller, a chance to rebuild the division.

2. Andrew Nipe

Andrew Nipe. 
As head of Australian Government Consulting, Nipe has a strategy to target “rare but repeatable” work across the federal public sector. He says this type of work allows his team to spot patterns and “share capability and expertise and insights” across departments and agencies.
His goal for the 30-strong team, which is also helping public servants become better at buying professional services, is to become the professional services equivalent of the century-old Australian Government Solicitor.
Nipe’s unit is a key part of the government’s push to rebuild skills in the public sector. While the direct savings attributable to AGC are so far modest – it had “displaced” almost $7 million of work as of July – its broader, and more ambitious, goal is to dramatically improve the way professional services are purchased by the public sector.

3. Peter Burns

Peter Burns. 
While consulting firms were all promoting their AI skills to clients, and using the technology to streamline their operations (known in particularly eye-rolling jargon as being “client zero”), Accenture’s Australian boss helped ink a globally unique deal Down Under.
The seven-year joint venture with Telstra, valued at $700 million, will roll out artificial intelligence technology across the entire telco’s business. There is no shortage of opinions about whether the experiment will work, but the innovative team-up is being closely watched here and overseas.
Burns also executed the biggest professional services deal of the year when he splashed out more than $1 billion for the country’s most prominent cybersecurity firm, CyberCX. It follows other big acquisitions during the past year, including the operational consultancy Partners in Performance.
Under Burns’ leadership, Accenture has also bucked the trend and doubled the value of advisory contracts inked with the Commonwealth to almost $600 million. We hear that the combined activity will push the firm’s Australia and New Zealand 2025 financial revenue up by roughly 5 per cent to $3 billion, making it bigger on this measure than any of the big four.
Burns topped the list in 2022 and was ranked fourth in 2023.

4. Kevin Burrowes

Kevin Burrowes. 
Burrowes has now entered the spruiking stage of his massive turnaround job at the big four firm. The fallout of the tax leaks scandal, which involved a former partner sharing confidential government information, led to hundreds of PwC partners and thousands of staff leaving the firm, the forced sale of its public sector consulting unit and a legal crackdown on tax advisers.
Burrowes has spent the past two years, under the guidance of PwC global, trying to right the ship, which is roughly a third smaller in revenue from its 2023 peak. Annual growth in two key parts of the business, assurance and “tax and legal”, were positive in the year to June. He also sees growth opportunities for the firm’s advisers in sectors such as mining private, mining and private equity.
Under his leadership, PwC has completed all but one of its 47 “commitments to change”. These reforms included appointing independent directors, reforming its governance process and publishing audited accounts (a first for the local arms of the big four). The Department of Finance has also declared that PwC can bid for government work again, but this move has angered the senators who pursued the firm through multiple parliamentary inquiries.
For his part, Burrowes is now more interested in talking about how AI will help jump-start the firm’s auditing and advisory practice than his reform program.

5. Chris Bradley

Chris Bradley. 
Bradley is the driving force behind McKinsey’s determination to not just advise chief executive officers about how to run their companies but to also counsel governments on how to approach critical policies.
Correctly predicting that productivity would become the policy debate of 2025, Bradley and other senior partners at the firm spent late last year looking into the factors behind Australia’s flagging productivity. They then began circulating early versions of what would become their paper on the issue, Five big tests for Australia’s productivity agenda, to select CEOs earlier this year. Those privy to the early versions of the research include Commonwealth Bank CEO Matt Comyn, BHP CEO Mike Henry and Telstra CEO Vicki Brady.
Bradley’s paper argues that a few large, highly dynamic companies are responsible for most of the productivity gains in Australia. It’s a message that would be well received by the firm’s major clients.
The AFR Magazine annual Power issue is out Friday, September 26, inside The Australian Financial Review. Follow AFR Mag on Instagram.



How to end phoenixing

Judge throws out Donald Trump's multi-billion-dollar New York Times lawsuit


How to end phoenixing

As the FT notes this morning: HM Revenue & Customs has lost hundreds of millions of pounds more than previously estimated to an insolvency practice
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The Untold Saga of What Happened When DOGE Stormed Social Security

ProPublica: “…The shock troops of DOGE, at the Social Security Administration and myriad other federal agencies, were the advance guard in perhaps the most dramatic transformation of the U.S. government since the New Deal. 


UN says there's evidence organised crime scam centres are moving from South-East Asia into new frontier of the Pacific


How workplace bullying can affect your personality


Trump’s tariffs begin to backfire

Trump's tariffs are beginning to hit Mid-West America, the home of MAGA. As Fortune magazinehas reported:

Caleb Ragland, a Kentucky farmer and president of the American Soybean Association, is warning of an agricultural crisis as China has placed zero soybean orders for the upcoming harvest. 

US investors in spyware firms nearly tripled in 2024: report

The Record: The number of U.S.-based investors bankrolling spyware companies nearly tripled in 2024, with 31 American firms found to be backing the manufacturers compared to just 11 in 2023. The finding was published by the Atlantic Council think tank in a report released Wednesday which analyzed 561 spyware entities — vendors, supplies, partners, investors, individuals, holding companies and alumni — across 46 countries. The U.S. is the largest investor in the spyware market, according to the nonprofit’s analysis



On Friday, local time, US President Donald Trump signed a proclamation requiring a $US100,000 ($150,000) annual visa fee for highly-skilled foreign workers.

He also signed an executive order to roll out new $US1 million "gold card" visas, offering a potential pathway to US citizenship for wealthy foreigners.

These eye-watering price hikes will boost the cost of the high-skilled H-1B visa from $US215 to $US100,000 and the investor visas from a maximum of $US20,000 to $US1 million for the "gold card".

But what exactly does it mean? And who will be most impacted?

Trump will impose a $150,000 annual fee for H-1B visas. Here's what it means


Sunday, September 21, 2025

Here’s how to really handle a toxic boss

Every one needs strong critics 
 ~ Adam the first man walking on earth ‪ 
 
The need to silence your critics only reveals how weak and fragile you

 

Here’s how to really handle a toxic boss

From being a buffer to taking a stand: how to handle your toxic boss 

There are many strategies you could deploy when faced with a difficult leadership situation. Which one is right for you?


Who hasn’t had to deal with a difficult boss at some point or other? To leadership consultant and Washington insider Dr Margie Warrell that’s all part of the ride.
“I don’t think anyone in their career can say they’ve gone through and haven’t had a boss where they could see some significant problems,” she says. “Everyone’s had that experience. I sure as heck have.”
A toxic boss can take many forms: maybe they’re a micromanager, take all the credit for everyone’s ideas, they’re overly critical or just emotionally dysregulated and suck all the energy out of the room.
New research from Macquarie University, published in the Journal of Business Research on Monday, showed narcissism at the top crushes innovation and reduces how connected employees down the chain feel to the company.
Faced with toxic or otherwise inept leadership, you have a few choices. You could build a shell around yourself. You could blow a bubble of positivity, try to encompass your team and buffer them from the storm. You could manage up. You could fight the power. You could quit.
Some of these options overlap or complement each other; some are in direct conflict. Knowing which combination of moves to make and get the best outcome can be half the battle.

The bomb shelter

Genevieve Gregor says following your own ethical north star won’t steer you wrong. Sitthixay Ditthavong
Sometimes, when things get dicey, your first instinct might to be to hunker down and wait it out. While being strategic and taking time to think through a situation from all angles can be a good idea, at some point, you’re going to have to make a move, Genevieve Gregor says.
As a former distressed debt banker at Goldman Sachs and current chair of the board at Noumi (where she’s credited with helping pull the dairy giant back from the brink) Gregor knows a thing or two about strategy, leadership and when to make your move.

It really depends on everybody’s circumstances,” she tells BOSS. “The job market’s not massive in Australia, so sometimes you have to take something that isn’t quite there to get into the next thing.”
Or stay in a job you’re not in love with. But Gregor is, at her core, a problem-solver, so she’s never been one to sit still in a bad situation. And she wouldn’t recommend you do either.

The buffer

Executive performance coach James Laughlin says you’ve got to “take your MEDS”. 
But maybe you’re not ready to pull the trigger on a solution just yet. If you love the people around and below you, you’re a culture builder, and you think there’s potential to make real change, you might find yourself in a role as the team buffer: what Warrell calls “the emotional centre of the office”.
She discusses this concept a lot with clients, whether that’s global chief executives or on Capitol Hill. (Often in a political office, the chief of staff is the only grown up in the room, hemmed in on one side by a character-filled politician, and on the other by junior staffers beavering away on nothing but caffeine fumes and a passion for democracy.)
Warrell says the advice she gives them can be really useful for anyone looking to manage a difficult boss and recalibrate the mood in the rest of the team.
“Chiefs of staff often have to manage multiple crises,” she says. “They need to stay calm and not get hysterical because everyone is looking to them for emotional stability.
“You need to have a maturity and an emotional management. You are essentially the thermostat – you’re setting the temperature. Emotions are contagious.”
Executive coach and author of Habits of High Performers, James Laughlin, says you’ve got to “take your MEDS”. That’s mindfulness, exercise, diet, sleep. That’s the basic formula for staying in control of your reactions in a stressful work environment, he says.
“Emotional mastery is how I word it – that’s what we’ve got to nail,” he says. “Because toxic bosses feed on reaction. But high performers, they stay calm.”

The adjustment

The concept of “managing up” has been around since the 1980s – and it’s stuck for a reason. This vintage piece of career development advice encourages you to learn as much as possible about your boss’s goals and management style, and then adapt your interactions to make that relationship as mutually beneficial as possible.
When your leader’s behaviour is causing ructions, Warrell recommends taking a cool look at what’s motivating those actions.
“Recognise that your boss is human,” she says. “They’re vulnerable and they’re insecure. So how do you make them feel a little more secure? How do you become someone who’s trusted that they know they can trust, that isn’t going to make them look bad?”
If you want to influence upwards, work out a way to give your boss an “easy yes”, she says: “Here’s what I’ve thought through. Here’s an agenda. Here’s the approach I’m thinking of doing. Sell it to them in a way where it’s clear why this will make them look good.”
Gregor agrees. “You have to think of all the tools in your toolkit that could get it done,” she says – there’s no place for ego.
“You think, how else can I get this to work? How else can I get someone to understand my point of view? How else can I get aligned? Would it help if it’s not coming from me, but it’s coming from someone else? My words, but in somebody else’s voice? I don’t have to take credit for an idea, not at all.”

The stand

But what if you’ve done all that and the poison is still leaching, infecting the business and the team? How do you know when it’s time to speak out? And how do you do it?
Gregor says when it comes to the crunch, you know.
“Bad behaviour, if it keeps rolling on, the consequences just keep compounding,” she says. “So for me, when it’s clear that there is bad behaviour or something that’s wrong with the business, or a bad decision has been made, the sooner you act the better. You have to call it out pretty quickly.”
If this is the path you have to go down, calling out bad leadership requires a coalition. “You can’t make a decision by yourself – unless you complete the top of the tree – so you have to get consensus,” Gregor says. “You have to get buy-in for that decision.”
But if you can’t get everybody else to see what you’re seeing, and sometimes you can’t: “Well, it’s my reputation, my integrity, on the line. I have to leave,” Gregor says.

The exit

And following your moral compass, doing the right thing, does pan out in the end, says Gregor. She should know.
Gregor left a decade-long career at Citi Australia during the 2008 global financial crisis after management refused to consider options that might retain jobs.
“We had done an amazing job in Asia and in Australia, growing our businesses,” she recalls. “We weren’t part of the bad debt scenario. Everywhere else in the world had bad debts. Ultimately, though, the company needed to survive, and word came down from New York that we needed to sack 60 per cent [of our people].
“I said to my bosses, what if we could restructure? Everybody go part-time, keep the team together? I’m happy to take a pay cut. Let’s go three days a week. Everyone reduces their pay.”
When she couldn’t convince them, she resigned. “My logic was, if I want people to work for me, they’ve got to trust me. I was the main breadwinner in the family. It was pretty stressful. But ultimately, I backed myself and that was the right ethical and moral thing to do.”
And people remembered it. Gregor says that decision, made on principal, actually helped her career in the long run. People appreciated the courage of the decision.
Laughlin agrees. He says you need to be “radically clear” on your own values and priorities, and let those guide your decision-making when it comes to finding a path through a toxic leadership situation.
“When you can do that, you tend to not get dragged into a toxic boss’s storm as much,” he says. “And walking away from a toxic environment isn’t quitting, it’s choosing an environment where you can thrive.”

Is it Fascism Yet? M Gessen and Jason Stanley with host Anna Funder

 “I want my kids to grow up in a free country”: Philosopher and professor Jason Stanley on his decision to leave the US


Is it Fascism Yet?Masha Gessen and Jason Stanley with host Anna Funder

Is democracy failing in Australia’s number one ally?

Jason Stanley, an American expert on fascism who is leaving the US to move to Canada, and M Gessen, award-winning journalist who fled authoritarianism in Russia and now warns of echoes in the US, join Anna Funder, acclaimed Australian author of Stasiland and Wifedom, for this timely and chilling discussion. 

How do we even begin to understand what is happening in America right now? Every day a new attack on its Constitution. 

People are routinely abducted by masked men and stuffed into vans. The military has been deployed against protesters in its second largest city. Universities and law firms are punished for not toeing the line. 

And every day there is a new assertion of unitary presidential power. And yet the daily headlines barely make a dent in our consciousness. Are we ill-equipped to understand what is playing out before our eyes?

How far has the US shifted to authoritarianism and is there any way back? And what does this mean for Australia and the rest of the world?


Fascism Scholar Sounds Alarm: We’re Now In ‘Next Phase’ Of Trump Authoritarian Playbook

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The Russian-American journalist, 58, has written 11 books, including The Man Without a Face: The Unlikely Rise of Vladimir Putin and the award-winning The Future Is History. Gessen’s latest book is Surviving Autocracy.

The Fascism Expert at Yale Who’s Fleeing America

Philosophy professor Jason Stanley is leaving the US for Canada, “the Ukraine of North America,” because he believes Trump’s America is “pretty far along” in the grips of fascism.

Yale professor who studies fascism fleeing US to work in Canada 🍁 


🇨🇦 This article is more than 5 months old

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Philosophy professor Jason Stanley, who is moving to Canada to teach at the University of Toronto this fall, spoke at the New Haven Unitarian Society’s author series. 


Fascism is the biggest threat to the UK – and its US architect is arriving today

As I have already noted this morning, Trump arrives today to promote his fascist regime of racist violence in the UK. At the same time,
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