Grant Thornton CEO frustrated by inclusion business case
Grant Thornton’s chief executive Malcolm Gomersall warned that the “business case” argument for inclusion misses the point, saying it should be treated as a basic human‑rights issue.
Graduate intake and the push for AI competence
The UK’s sixth‑largest audit firm announced plans in November to bring on 160 new partners over the next two years, a move that highlights its confidence in growth despite a broader slowdown in graduate hiring across professional services.
Gomersall, who has overseen the firm’s digital transformation, noted that trainees no longer spend time photocopying, a stark contrast to his own first week. “Our trainees don’t do a lot of photocopying,” he said, adding that many graduates still end up handling “pretty basic tasks” that could be automated.
To address this, Grant Thornton has begun testing candidates on AI‑driven business simulations. The firm says the exercises gauge “effective prompting, critical thinking, and the ability to evaluate AI‑generated content,” aiming to separate confidence from over‑reliance.
While the company does not expect a major shift in its graduate intake this year, it has already added “digital trainees” to its early‑career programme, signaling a longer‑term shift in skill requirements.
Private‑equity backing and strategic priorities
In November 2024, private‑equity firm Cinven acquired a majority stake in Grant Thornton, a deal thought to value the firm at up to £1.5 billion. Gomersall described the partnership as essential for the firm’s partner‑recruitment programme, recalling that “we could never have done the partner programme [without Cinven’s investment].”
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Net revenue grew 11 percent to £724 million in 2024, reflecting Gomersall’s focus on top‑line growth. He set a target to become the “fastest‑growing professional services firm,” a goal that aligns with the firm’s £500 million investment in technology announced in January.
Grant Thornton also aims to increase its share of public‑interest entity audits. After cutting its PIE client base by more than 70 percent up to 2022, the firm now targets “double‑digit growth” in that segment, emphasizing the need for “high‑quality people” and sector‑specific upskilling.
On the social mobility front, the firm ranked 11th in the Social Mobility Employer Index last year. Gomersall, who grew up in modest circumstances, said he wants to “replicate [his] luck but more systematically,” highlighting mentorship as a key factor.
From a broader perspective, the shift toward integrating AI and private‑equity capital may reshape career trajectories in accounting, potentially shortening the path to partnership while raising questions about the depth of technical expertise required.
Gomersall’s frustration with the “business case” framing of inclusion reflects a deeper conviction that diversity should be pursued for its inherent value, not merely for profitability. He argued that inclusion is a moral obligation and that people should feel comfortable in the room.
