A restorative leader to bring peace at EY

“I love winning”. Janet Troncal, EY’s new worldwide president and CEO, introduced herself last year in an interview Leaders Magazine A competitive manager, she loves working as a team, surrounding herself with othersImprovements and facing professional challenges in a different way. Skills that led her to become not only the first woman to lead EY in its entire history, but also The first to centralize presidency and general executive direction in the Big Four (Anna Marks is Deloitte’s global head, but the CEO position is held by Joe Okozoglu.)

In addition, Truncal takes over the leadership of the professional services firm at a difficult time, after his predecessor, Carmine Di Sibio, failed in his attempt to separate the audit and consulting businesses, creating the largest internal earthquake in memory within the ranks of EY.

road map

Before 395,000 employees A group that issued invoices to it in the last fiscal year $49.400 million (€46.011 million)His appointment will not take effect until July 1, 2024, so he will have time to chart his own roadmap after beating out the other six candidates who were aspiring to lead the company after Di Sibio’s retirement.

One of Truncale’s great assets is that he knows the house from the ground up She joined EY in 1991 As an auditor. During his more than three decades at the company, he rose through the ranks to his current position: responsible for the Financial Services division in the Americas, where he leads a team of 14,000 professionals spread across 90 offices. Previously, she was managing partner for audit and assurance in the same department.

It is no surprise, then, that it is a company An advocate for creating opportunities within corporate structures Which promotes professional careers and internal promotion for talent development.

He graduated in economics and business science from Wharton (University of Pennsylvania), and holds an MBA from Columbia University. She is a Certified Public Auditor in New York and a member of the American Institute of Certified Public Auditors.

Troncal was clear: “I have seen many changes throughout my career, but one constant I would like to highlight is the focus on building trusting relationships through authenticity, transparency, and empathy, and taking accountability for our decisions.”

Technical excellence is something that is already taken for granted in a high-performance team. For this reason, the leadership style of EY’s new President and CEO is focused on managing people, and it is expected that she will apply the same philosophy when she takes the reins of the entire company: “Our people work extremely hard For our clients, sometimes it’s easy to forget to pause to praise a job well done. So we encourage our partners to lead by example and spend time creating a culture of care and gratitude. Recognize good workCelebrating victories and learning from defeats keeps the team sharp and humble.”

“I truly believe Janet will be an inspiration to EY professionals and partners with her strong focus on the firm’s culture and extensive experience,” her predecessor said. Those who have worked closely with her agree that she lives the company’s values.

“Project Everest”

His conciliatory nature will be crucial in the new phase that EY is now embarking on under his leadership Calm water After failure Everest ProjectThis is the name given to the initiative launched by Di Sibio to separate consulting and auditing work. The goal was to avoid conflicts of interest between the two departments and even considered making the consulting area public.

The announcement just over a year ago caused such a stir in the sector that it was expected that other large professional services firms would follow EY’s lead. However, the plan was met with opposition from US partners and was eventually canceled in April this year, bringing forward Di Sibio’s retirement schedule.

It is still too early to know what roadmap Truncal will design, but he has not hesitated publicly to point out that aspects such as Diversity or inclusion “business imperatives”, which goes beyond just the political correctness prevalent in some corporate areas. She is a strong advocate of “inclusive organizations that maximize the power of all differences and harness the full potential of their people. This reduces blind spots, encourages truly innovative thinking, and creates competitive advantages.”

So, when you talk about EY, the future CEO is very clear about some of its strengths: “We are proud that the talented professionals who make up our staff cover a wide range of experiences and backgrounds and contribute diverse perspectives.”