I thought my work at PwC would mainly be technical. That I would spend most of my time working with systems, processes and controls. By now, I’ve learned that the work is far more human than I expected. That’s what makes it so interesting to me.
'I’ve learned that leadership is not about knowing everything, but about creating clarity and calm in complexity.'
Pierre Gill,Senior Manager AuditMore than numbers and systems
In my work, I help large and mid-sized organisations gain assurance over their numbers and systems. I assess whether processes, IT systems and controls are functioning effectively and whether they can be relied upon for making important decisions.
When I put it like that, it sounds very technical. But in practice, it’s all about people. I spend a lot of time in conversations with clients and (international) colleagues. In doing so, I constantly switch between details and the bigger picture, between different interests, and sometimes even between cultures.
Making complexity understandable
What gives me energy is simplifying complex matters into something logical and manageable. Some issues may initially seem vague or complicated. That’s exactly when I find it interesting to bring structure together with others and arrive at solutions that are clear and workable for everyone.
The international collaboration makes it even more engaging. You work with different clients, industries and perspectives. It keeps you learning and continuously challenges you to look at problems from new angles.
'At the end of an intensive period, when we look back together on what we’ve achieved and see that everyone has grown stronger, it makes me very proud.'
Pierre Gill,Senior Manager Audit
Growing through trust
Looking back on my development, one lesson stands out: leadership is not about knowing everything. It’s about creating clarity and calm in complexity.
You don’t always have to have the answer right away. What matters more is asking the right questions and bringing people along in the process. That’s not something you learn from a book. You learn it by doing, by gaining experience, and sometimes by making mistakes.
In my own journey, several managers, directors and partners have played an important role. They gave me responsibility at moments when I didn’t necessarily feel ready yet. At the same time, they provided honest feedback and the space to develop my own style. That trust has accelerated my growth significantly.
Technology is transforming the work
Technology is changing our work. With the use of AI and other technologies, much manual work has disappeared. As a result, the focus is increasingly shifting towards interpretation, judgement and communication.
This means my role is becoming less about execution and more about guiding, steering and making decisions. At the same time, it requires you to keep learning continuously and to critically reflect on how and for what purpose you use technology.
Personally, I use AI on a daily basis to structure complex issues, speed up analyses and prepare for client conversations. It helps me work smarter and also challenges my team to explore new ways of working.
'With the use of AI and other technologies, much manual work has disappeared. As a result, the focus is increasingly shifting towards interpretation, judgement and communication.'
Pierre Gill,Senior Manager AuditGoing further together
By collaborating with people from different backgrounds and areas of expertise, the best solutions often emerge.
At the end of an intensive period, when we look back together on what we’ve achieved and see that everyone has grown stronger, it makes me truly proud. That shared energy is what makes the work special.
You don’t need to have all the answers to make an impact. Sometimes, growth starts with asking the right questions.
Curious how you can grow and make an impact at PwC? Discover where you can make a difference.
