How Baker Tilly’s CEO Adapts to New Business Cultures with Francesca Lagerberg - E2
📅 May 16, 2025Brandpie39 MIN23 SEGMENTS · 2 SPEAKERS
When you take on leadership in a new business, the people you rely on might not be sitting in the same places you're used to.
Questions asked in this interview
10
0:07So, I'm going to start by asking about your own big pivotal moment, leaving Grant Thornton and becoming the first female chief executive of a top 10 accounting firm. How did that feel?
4:00When you came into Baker Tilly from another big accounting firm, how did you adjust from the Grant Thornton way to understanding how Baker Tilly works?
6:49Any things that enabled you to tune into the subtle differences between the two firms?
10:12What was the emotional spectrum you went through with such a big change?
12:12Do you see your role as providing guidance and those pivotal moments where the CEO has to make tough decisions?
17:35How do you calibrate decisions like AI deployment, which can be tough because it affects people?
21:28Do you think the profession is going through its own pivotal moment with this wave of technology? What's your perspective?
26:15Taking your people with you, the culture of acceptance of change, finding advocates – how do you handle that at Baker Tilly?
Welcome back to Pivot Points. I'm your host Dave Allen, founder of Brand Pi. This week's guest is Francesca Lagerberg, CEO of Baker Tilly International. She joins me to discuss the fusion of technology with humanity, the role of joy in leadership, and finding advocates in change. Francesca runs an organization of 43,000 people in 141 countries. So, I'm going to start by asking about your own big pivotal moment, leaving Grant Thornton and becoming the first female chief executive of a top 10 accounting firm. How did that feel?
Oh, what? Well, it's lovely to talk to you, Dave. The whole concept of a pivot point is a beautiful thing. I'd been very happy at my previous organization, but this opportunity to be CEO of the global part of an international network was something I very much wanted to do. I was honored to get the role. It was a massive pivot point because I went from being part of the team to leading a team at headquarters where the buck stops with you. It's been two and a quarter years, and I've loved every minute.
When you came into Baker Tilly from another big accounting firm, how did you adjust from the Grant Thornton way to understanding how Baker Tilly works? That's a big change.
You're absolutely right. It was a massive learning curve. Three things stood out: first, people in Baker Tilly were incredibly friendly and willing to help. Second, the organization had real energy and excitement around growth. Third, there was so much more we could do to promote the brand. I spent time listening, going to regional meetings, and working with the board. The first six months are crucial for getting to know the organization without leaping in too quickly.
I didn't do a world tour, but I made sure to go to meetings where many people were together. I joined just before regional meeting season, so I could meet 30 to 50 firms in one place and really listen. A huge amount of that initial period is about listening and stress-testing assumptions. The whole 90 days thing is just plucking a number out of the air; the reality is your first six months are crucial. You need to listen before acting, get some quick wins, but the big ticket pieces like evolving strategy require more time.
When I set up Brand Pi 15 years ago, I had a mixture of fear and self-doubt and exhilaration. What was the emotional spectrum you went through with such a big change?
I certainly had all of those: anticipation, fear, excitement. The longer I work, the more I realize how much joy plays a part. If you're excited and passionate about what you do, you're much better at it. It's vital to be in a role where you can bring your best, and that requires passion.
I interviewed Scott Kirby, CEO of United Airlines, and he said a good leader only takes a few big decisions each year. Do you see your role as providing guidance and those pivotal moments where the CEO has to make tough decisions?
I think there aren't huge volumes of those decisions. I talk about big dog and smaller dog decisions. Big dog decisions are the ones we're talking about, but smaller dog decisions are the daily ones that accumulate. The big ones for professional services now are around what you want to be, how to set up for the future, and making investments. You have to be willing to try things and fail fast. Our ambition is to be extremely good in the mid-market, not a lesser version of the big four.
Lagerberg, F. (2025, May 16). How Baker Tilly’s CEO Adapts to New Business Cultures with Francesca Lagerberg - E2 [Interview transcript]. Brandpie. CEOInterviews.AI. https://ceointerviews.ai/interview/1052405/
MLA
Francesca Lagerberg. "How Baker Tilly’s CEO Adapts to New Business Cultures with Francesca Lagerberg - E2." Brandpie, 16 May. 2025. Transcript, CEOInterviews.AI, https://ceointerviews.ai/interview/1052405/.
BibTeX
@misc{lagerberg2025_1052405,
author = {Francesca Lagerberg},
title = {How Baker Tilly’s CEO Adapts to New Business Cultures with Francesca Lagerberg - E2},
howpublished = {Interview transcript, Brandpie. CEOInterviews.AI},
year = {2025},
month = {may},
url = {https://ceointerviews.ai/interview/1052405/},
note = {Speaker-attributed transcript with timestamps}
}
