I grew BDO from $600 million to $3.4 billion. Here’s the 3-part formula that made it possible

For over a decade, I’ve led one of the country’s largest professional services firms through a period of massive change — growing revenue by nearly sixfold to more than $3.4 billion, expanding headcount in similar fashion, and establishing a new ownership structure, all while navigating digital disruption and a pandemic. As I reflect on what I’ve observed and learned after 14 years leading BDO USA, three interconnected themes emerge. They’re rooted in my experiences, and I believe they can apply to any organization, especially in times of rapid growth and intense change. In Today’s Talent Race, Culture Is What Sets the Winners Apart Like many industries, the accounting profession’s talent pipeline ebbs and flows, requiring leaders to regularly reevaluate, nurture, and pivot as organizational and employee needs evolve. Organizations that thrive have often made people and culture central to their business strategies. They continually revisit how to attract, develop, and retain people as the talent landscape shifts. At BDO, over 90% of employees report a sense of belonging, according to our 2025 annual employee engagement survey. This isn’t a vanity metric; it translates directly to business. Nearly two-thirds of our firm’s growth over the past dozen years was organic, not acquired. Clients stayed, expanded their work, and referred us because of the relationships our people built. It’s an example of culture positively impacting a company’s bottom line. When I first became CEO, I knew we needed a clear strategic foundation. That led to our CLIMB strategy — BDO’s first-ever firmwide strategic roadmap. It unified our business and helped us achieve the numerous milestones we have reached over the past decade. The “C” in CLIMB stands for “Culture.” I wanted to make it clear to employees, clients, and the industry that culture is the prerequisite for everything we do as an organization.