Josh White, Shareholder, Elliott Davis

In an interview with Invest:, Josh White, shareholder at Elliott Davis, discussed the firm’s focus on talent development, strategic technology adoption, and evolving client needs, noting that “trust is foundational, and it is what ultimately creates long-term value.”

How are you approaching talent development and growth within the firm?

There are three main priorities: people growth, optimization, and technology. We are committed to developing our people internally and creating clear paths for them to grow into leadership roles. Building future leaders from within has always been important, and we continue to invest in that development.

We are also taking a strategic approach to bringing in experienced talent. Mergers and acquisitions are part of that strategy. We have made targeted investments in outside talent to support our growth and expand the services we offer to customers. This year alone, we added seven professionals at the partner level from other firms. Each of them brings valuable experience and capabilities that complement our team.

Those peer-level additions have had a meaningful impact. They strengthen our teams and bring a fresh perspective. Our culture has played a central role in attracting that talent. When professionals from outside the firm see how we work and what we stand for, it resonates. It is more than a recruiting message. It is something they experience directly when they engage with us.

How is Elliott Davis thinking about technology and AI adoption?

We are actively using AI and automation, both within the firm and in how we serve customers. But our top priority is making sure we take a strategic approach. That includes being thoughtful about which tools we adopt, how we train our teams, and how we help customers navigate their own adoption efforts.

The pace of innovation is accelerating, and expectations around AI continue to rise. But moving too quickly, without the right foundation, can create unnecessary risk. Our focus is on staying curious, staying engaged, and moving with intention.

We are looking at where AI and automation can drive real value, not just in terms of efficiency, but in enabling better insights and scalable solutions. That includes enhancing our internal operations, improving the customer experience, and equipping our people to be more effective. We also recognize that technology is only part of the equation. Long-term success depends on how well people and technology work together.

What types of services are seeing the most demand right now?

Over the past five to 10 years, customers have become increasingly focused on value. In response, we shifted from a geographic structure to an industry-specialization model. Customers are no longer concerned with which office someone sits in. What matters most is the expertise that person brings and the value they can add to the business.

This shift has strengthened both our compliance services and our consulting capabilities. We are seeing consistent demand in areas such as supply chain optimization, succession planning, M&A readiness, and operational improvement. These are complex, strategic needs that require deep industry knowledge and the ability to translate that insight into practical solutions.

By aligning around industry expertise, we are better positioned to help customers navigate challenges, identify opportunities, and move forward with confidence.

How are you advising clients in today’s shifting economic landscape?

It is an interesting economic environment. We have seen ongoing shifts around tax reform and tariffs, and we are focused on two critical areas.

First, we have built teams that can consult on tariffs and help customers navigate the complexities. Second, there is growing interest on the M&A front. Companies are taking a serious look at whether this is the right time to buy or sell, and we are helping them prepare for those decisions.

We are also developing a platform to support connections in the M&A space, both for customers and for friends of the firm. That includes helping people find the right partners, capital allocators, and advisors. Based on what we are seeing in the market, there is an expectation that the environment in 2028 may be favorable from a value perspective. Our role is to help customers build the right networks and be ready when the timing is right.

In addition, we are monitoring broader macroeconomic indicators. Interest rate trends, regulatory shifts, and geopolitical uncertainty all play into how companies plan and respond. We are staying close to those developments and advising customers on how to remain flexible. In times like these, being able to adapt quickly while keeping long-term goals in focus is key. Our job is to make sure our customers are informed, prepared, and supported in whatever direction the market takes.

How can institutions stay ahead in a fast-changing environment?

It varies by industry. In my customer base, which is primarily banking and financial services, there is a lot of change underway. But being on the bleeding edge is not always helpful. The risks can be high, and doing nothing carries its own risks as well.

The key is continuous education. Half the battle is recognizing that change is constant and making sure the business evolves with it. Staying ahead of the curve is not always realistic, but staying informed and adaptable is essential. Leaders need to challenge assumptions, invest in learning, and build teams that are equipped to pivot when needed.

It is also about finding the right balance. Institutions need to know when to lead, when to follow, and when to pause and assess. Those that create space for thoughtful decision-making and remain open to innovation will be better positioned to manage uncertainty and take advantage of future opportunities.

What are the firm’s priorities going forward?

Across the firm, including Raleigh, our top priorities remain people, growth, and optimization. These aren’t new concepts. They have been embedded in our strategy for the past three to four years.

We’re committed to continuing talent development and supporting both organic growth and M&A. Technology is evolving quickly, so we’re also focused on identifying the right investments to support optimization. Whether internal or external, those investments need to be strategic and well-executed.

Looking ahead to the next three to five years, there is a lot on the horizon. We’re not fortune tellers, but we aim to stay ahead of what’s coming and ensure we are well positioned.

How do you create balance between technology and human relationships in the industry?

From a technology standpoint, strategy remains critical. Automation is coming quickly, and we have to be ready. It’s important to stay ahead where we can, but also to be thoughtful in how we implement new tools across the firm and with customers.

From a people perspective, trust still matters. Even with all the changes in the market and the rapid pace of innovation, people want to work with people. Relationships drive everything; trust is foundational, and it’s what ultimately creates long-term value. Customers are looking for advisors who understand their business, anticipate their needs, and show up consistently. That human connection will always be central, no matter how advanced the technology becomes.