David Anderson, Raleigh Office Managing Partner, KPMG US

In an interview with Invest:, David Anderson, Raleigh office managing partner of KPMG US, discussed how artificial intelligence is reshaping professional services, how businesses are responding to market volatility, and his priorities for the Raleigh office. “There could not be a more exciting time to enter professional services because of the opportunities ahead and the speed at which the profession is changing,” Anderson said.

 What changes have had the greatest impact on businesses in the Raleigh market?

The technological advancements we have seen over the past 12 to 24 months have been dramatic. Everyone talks about artificial intelligence and how to use it in the workplace, but the real question is how organizations leverage that technology to affect their businesses, workforces, and processes.

Most people understand how to use a large language model for search. Using AI agents to perform work and run organizational processes is a different conversation because it changes how the business operates.

Organizations are taking different approaches. Some are moving broadly and quickly, bringing in technology and working with vendors across the enterprise. Others are developing a more holistic strategy for how to use the technology and advance the way they work.

One of the things we help organizations consider is how to leverage technology safely and establish the right guardrails. My background is in risk consulting, so developing models, setting guardrails, and using technology appropriately are second nature to me.

 How are different industries approaching artificial intelligence?

This region has several economic engines, including technology, healthcare, life sciences, financial services, industrial manufacturing, and consumer markets. Each sector approaches AI differently because its businesses operate differently.

They are all trying to use technological advancements to improve how they run their organizations, but each has its own strategy. It has been helpful to bring clients a broader view of what peers in their industries and other sectors are doing. Executive teams receive value from understanding what other organizations are doing and identifying best practices for using these advancements.

 What issues are business leaders facing as they plan for growth?

It is a tumultuous market because there is considerable macroeconomic volatility. Changes in oil and gas prices can affect supply chains and influence how organizations make decisions.

There is also a shift in the regulatory environment and a greater appetite for mergers and acquisitions. Organizations are also managing the influx of new technology and the changes it brings.

The first thing we try to do is understand the client’s strategy and what the organization wants to accomplish. We then identify opportunities in the market. If a client is positioned for growth, whether organic or inorganic, we help identify the levers that can support it.

That may involve pre-acquisition diligence, preparing a business for sale, improving operations, or establishing the regulatory baseline required to pursue a transaction.

 How does KPMG help clients position themselves for transactions?

In financial services, organizations must resolve regulatory issues and ensure they are strong from a risk perspective before pursuing an acquisition. Otherwise, the transaction may not receive regulatory approval.

We consider the client’s entire life cycle, understand where the organization is, identify its best opportunities for improvement, and position it for success. That approach may involve helping the organization optimize its business, prepare for an acquisition, expand, or introduce new products.

 How are current market conditions influencing investment decisions?

Businesses are seeing the effects of inflation, market growth, and volatility tied to broader macroeconomic conditions. The market has been resilient compared with what many expected.

Many clients are surveying the landscape and asking whether it is the right time to make a move. You cannot time the market. Organizations have to examine the facts in front of them and make the best decision possible with the information available.

Our role, whether in deals, management consulting, or tax, is to help clients evaluate their information, facts, and circumstances and make the right decision for their organizations.

Consumer sentiment is also important. Individuals may be struggling more than the broader macroeconomic market suggests. Businesses are trying to reconcile pressures facing employees and consumers with a business environment that has remained relatively resilient.

 How is AI changing audit, tax, and advisory work at KPMG?

AI is reshaping many aspects of how we work and serve clients. KPMG was one of the first Big Four firms to make a major investment in AI, committing more than $2 billion in 2023. We have focused on using those tools and building solutions that create opportunities for our people and clients.

In audit, we use AI to identify the riskiest ledger accounts and obtain broader, more complete coverage. In tax, the technology helps evaluate positions, consider alternative solutions, and validate compliance with regulations across jurisdictions by quickly identifying discrepancies that require review.

In advisory, AI is helping us develop frameworks, think through problems more holistically, and bring more technology-led products to market. Those products reduce the time required to solve problems while increasing the value of the outcome.

We have also appointed a vice chair of AI dedicated to driving AI adoption within the firm and for our clients.

 What skills will be most important for the professional services workforce?

One of the main things we are looking for is fluency with technology and the ability to use new tools.

Our junior professionals, including new campus hires and employees in their second or third years, are often driving innovation. They identify opportunities with clients and ask why we have not approached work differently or built tools to complete tasks more efficiently.

They are changing the mindset within the firm. Professional services has traditionally had a hierarchical structure in which junior employees followed the direction of senior leaders. That mindset is evolving.

We want our staff to push the envelope, introduce new ideas, and consider different ways of working. We have built a culture that encourages that thinking.

 How is KPMG helping employees develop those capabilities?

We are encouraging people to pursue certifications related to AI and agentic technology. We have alliances with organizations including Anthropic and OpenAI, and our professionals are completing certification programs to understand how to use those technologies effectively.

More experienced professionals are also learning from younger team members. I am trying to learn from our teams about the best ways to use these tools rather than assuming knowledge always flows in the other direction.

The most important qualities are a willingness to think differently, explore new ways of working, and challenge traditional approaches.

There has been considerable discussion about AI reducing the need for people. Right now, it is a tool, and it is a powerful tool. Those who can best wield it are best positioned for success.

There could not be a more exciting time to enter professional services because of the opportunities ahead and the speed at which the profession is changing.

 What priorities will guide your leadership of KPMG’s Raleigh office?

It starts with our people. I have been in the Raleigh office for 13 years. When I arrived, we had slightly more than 60 people. As I step into the office managing partner role, we will have just under 300.

That is an incredible growth story. We have exceptional leaders across our businesses, and my goal is to work closely with this team while focusing more time, energy, and effort on the local market. We have significant opportunities here, and the team is positioned for growth.

 How can KPMG deepen its relationships in the Raleigh market?

Our team members have deep relationships across the market. One opportunity is to connect the dots across our functions and bring the full breadth of KPMG’s capabilities to clients. 

It ultimately comes down to our people. I am committed to developing talent, recruiting the right professionals, and expanding the office’s capabilities.

The professional services landscape is evolving, and I could not be more excited to be in this business and step into this role. The growth opportunities for our team are incredible.

We will focus on recruiting from local universities, strengthening our relationships with alliance partners, and expanding our technology capabilities.

I am looking forward to spending more time with local clients, engaging with the community, and helping the office grow as much as possible.