Managing Change: Interview with Incoming AICPA Chairman

Robert L. Bunting, chairman and CEO of Moss Adams LLP in Seattle, assumed the AICPA chairmanship at the Institute's annual meeting. His acceptance speech will appear verbatim in a future issue of the JofA. Moss Adams is in the vanguard of midsize firms skilled at serving an international clientele. It's also recognized for its progressive approach to practice management in the 21st century and for bringing women and members of minority groups closer to proportionate representation in the profession's ranks. After guiding the firm's evolution in these areas over more than two decades, Bunting is eager to apply his experience to the various challenges the profession and the Institute face on a national--and even global--level. He shared his thoughts on these issues during a recent interview with the JofA. CAREER  What were your best and worst career moves? Bunting: They occurred within a few weeks of each other in 1981, when I was one of three candidates the Moss Adams board of directors was considering for CEO. As the youngest and least experienced, I didn't expect to receive serious consideration and therefore made little effort to distinguish myself. But my wisest adviser--my wife--did not share my doubts and inspired me to convince the board I was indeed a viable candidate. Now, 23 years after being chosen to lead my firm, I continue to believe that my decision to persevere--against what then seemed like long odds--changed the course of my life for the better.  Did you have mentors? If so, what advice did they offer when you entered the profession? Bunting: Early in my career, I was fortunate enough to be "adopted" by seasoned people who saw in me something worth nurturing. Later I developed the courage to approach people who could teach me how to improve myself. Eventually, the number of people I saw as potential mentors grew and I routinely sought their advice and counsel; I don't recall anyone ever refusing to take an interest. More than one of them instilled in me the confidence to do more than I had thought possible. As a result I believe that personal and professional growth often depends on being comfortable with taking calculated risks and allowing your reach to exceed your grasp.  Does your firm haw, a formal mentoring program? Bunting: Yes. It focuses on professionals who've demonstrated a passion for excellence, which is one of the professional attributes on which our firm places a high value. To each employee with this fervor we assign a mentor who sustains and focuses that motivation. The mentors report to a leadership development group that also tracks the individuals' progress and schedules them for appropriate leadership training and challenging, instructive assignments.  What is the biggest issue facing your firm, and what are you doing to address it? Bunting: Our greatest challenge is attracting and retaining outstanding employees. We've been fairly successful at recruiting them, but the rise in Sarbanes-Oxley compliance work and the economic recovery have intensified competition for the best people. Because we recruit entry-level staff directly from college, we have about three years to persuade them to spend their entire career with us. At the same time, though, our clients and others are vigorously competing with us for these talented people, so we can't take anything for granted.  What are the most important skills you seek among job candidates? Bunting: As a midsize firm, we can impart valuable skills to anyone with the right attitude and a history of achievement, such as earning above-average grades in their discipline. We greatly prefer such candidates because we're confident they can develop any necessary skills they don't already possess. Our focus is on whether they subscribe to the values most important to our firm: integrity, passion for excellence, lifelong learning, leading by example, a balance between work and personal life and respect for others. …

Field of study: Business