AAT’s “Securing Future Relevance to 2030”: modernising the profession, repositioning from traditional “number crunching” to strategic business partners.
Technology’s role in elevating accountants’ purpose by automating routine tasks, freeing them up to focus on high-value business advice.
CRM as an AI revenue engine: moving from a contact database to “client telemetry” that continuously monitors signals from practice/audit systems.
Automatic opportunity detection: surfacing cross-sell/advisory needs (e.g., ESG, R&D tax) from existing client data, before partners go looking.
Solving the doer-seller bottleneck: a blueprint for scalable business development that reduces reliance on partner time and replaces cold outreach with automated, timely engagement.
The macro outlook that matters to firms: where growth, inflation, interest rates and regulation are heading—and the knock-on impact on client demand and risk.
Why advisory is slowing (and what replaces it): shifting client buying behaviour, procurement pressure, and how to reposition offers to protect margin.
Pressure points and opportunity zones: where fees will compress (commodity work) versus where demand will rise (cashflow, restructuring, tax/ risk, AI/ ESG assurance, sector specialisation).
