One year on: Reflections and advice from the 35 under 35 class of 2025

Our annual Accountancy Age 35 Under 35 rankings, supported by AJ Chambers, serves as a definitive benchmark for the emerging leaders shaping the UK accounting landscape. However, securing a place on the list is merely a milestone, not the destination.

Upon receiving their accolades, winners from the cohort: Alexander Wall (Director at Xeinadin), Eddi Taylor (Regional Managing Director at Azets) and Tom Alun-Jones (Partner at Saffery). shared their reflections on navigating career turning points, the evolution of the trusted advisor role and how they approach mentoring the next generation of financial professionals. Their insights offer an enduring blueprint for leadership that remains highly relevant today.

The Crucial Turning Points: Shifting from Compliance to Strategy

For the modern accountant, professional maturity rarely stems from a linear climb. Instead, it is forged during moments of intense pressure or rapid progression that force a reassessment of what it means to deliver client value.

For Alexander Wall, that catalyst was the onset of the pandemic. Managing a portfolio heavily exposed to the travel sector, he was forced to pivot overnight from traditional compliance to crisis management.

“Overnight, 99% of my travel clients lost over 90% of their revenue, and there was no rule book for what came next,” Wall recalls. “Exhibiting innovative thinking and helping these businesses maintain regulatory compliance, secure ATOL renewals and navigate rapidly changing conditions was intense but immensely rewarding.”

This baptism of fire redefined his entire approach to client delivery, demonstrating the true impact of the advisor profile. “It reinforced the importance of calm, clear judgement under pressure, strong communication and genuinely understanding a client’s commercial reality, not just the numbers. It also showed me the value accountants can add when we move beyond compliance and act as trusted advisers.”

For Eddi Taylor, the definitive turning point was institutional trust. Making partner at Azets at just 29 years old, the promotion served as a powerful lesson in corporate culture and potential.

“I’d been surrounded by brilliant people who had been my mentors and guides,” Taylor explains. “The trust meant as much as the title and the opportunity. It sent a really strong message that they fully believed I was ready, even if I didn’t completely at the time.”

This early backing completely altered how Taylor approached management. “I was backed early based on potential and helped stretch and grow into a role I didn’t feel completely ready for. Now, I try and pay that forward with my team here, and try and spot and nurture potential in others because I’ve experienced first-hand how transformative that backing can be.”

At Saffery, Tom Alun-Jones experienced a parallel trajectory driven by early autonomy and dual-qualification. Completing his CTA qualification as a manager alongside his existing accounting credentials gave him the holistic overview required by mid-market businesses.

“Becoming dual-qualified, as an accountant and tax adviser, has given me a rounded view across both corporate and personal decisions,” says Alun-Jones. “In meetings, that breadth ensures that we are offering value to clients but also recommending the most appropriate course of action.”

The Evolution of the Profession: Defining the Future Leadership Skill Set

A common thread across all three leaders is the rapid transformation of the accountant’s day-to-day role. The historical focus on backward-looking reporting has been replaced by a demand for forward-looking commercial strategy.

“Accountants are no longer just reporting on what has already happened,” notes Wall. “Clients now expect us to understand their industry, challenge their thinking when needed, and support better decision making.”

Wall emphasised that while technical proficiency remains a non-negotiable baseline, the real differentiators for the next generation are emotional intelligence (EQ) and communication. “Leaders who combine technical excellence with curiosity, empathy, and commercial insight will shape the future of the profession.”

Taylor aligned with this view, pointing to data-driven advisory as the clear direction of travel. Citing Azets CEO Peter Gallanagh, Taylor noted that artificial intelligence would ultimately embed accountants directly within their clients’ businesses.

“Numbers are still a significant part but clients want problem-solvers they can trust,” says Taylor. “The people who will lead the profession in the future will be those who have the balance of technical skills and real‑world commercial understanding. They’ll be able to translate complexity into clarity, use technology to drive smarter decisions, and genuinely connect.”

Alun-Jones framed this tech-enablement as an essential leadership challenge, arguing that value is no longer found in the technical calculation itself, but in how it is interpreted and delivered.

“Technology continues to reshape how we work; leaders must embrace that change, implement it well, and bring their teams and clients with them,” Alun-Jones argues. “I believe that what differentiates great advisers is how they harness new tech, tools and data to apply that expertise, combining commercial judgement and strong communication to turn complexity into action.”

Paying it Forward: Creating Psychological Safety and Inclusion

True leadership is measured by the success of the team left in your wake. For these 35 Under 35 winners, using their platform to foster inclusion and build robust mentoring cultures was highlighted as a core priority.

Wall, operating as an ICAEW training counsellor, focused heavily on removing structural barriers and demonstrating that leadership can be achieved through non-traditional routes. “Building diverse, well supported teams doesn’t just benefit individuals, it leads to stronger audit quality, better decision making and a more resilient profession overall.”

Taylor expressed an equal commitment to ensuring that young professionals do not feel compelled to alter their identities to succeed. “It’s important to me that people feel they can build a great career without feeling like they need to fit a certain mould,” he said. “I want mentoring to be part of the culture across the wider profession, instead of being a nice‑to‑have.”

For Alun-Jones, leadership manifests in creating clear psychological safety, particularly when errors occur. He recalled an early career mistake at Saffery regarding a set of filed accounts, and how the reaction of senior leaders shaped his management style.

“Senior colleagues supported me, helped me resolve the issue, and a partner took me for a coffee afterwards to remind me that every partner had made bigger mistakes, and to not let it define me,” Alun-Jones said. “I’ve never forgotten that. Day‑to‑day, that means giving people meaningful responsibility, backing them when things don’t go to plan and recognising contributions loudly and fairly.”

Takeaways for the 2026 Cohort

For those aspiring to join the 2026 rankings or step into senior management, the advice shared by our alumni offers three clear pieces of guidance.

• Uncertainty is not an excuse for inaction. During market disruptions, clients require proactive direction and clear communication, even when perfect data is unavailable.

• Protect your perspective. Maintain a calm environment. Most professional challenges have been encountered and resolved by others before you.

• Invest in operational balance. High performance requires intentional downtime. Whether managing a busy household, training for the London Marathon, or stepping onto a padel court, maintaining an identity outside the office is vital for long-term professional resilience.

🎬 Nominations for the 2026 35 Under 35 rankings are open until 30th June submit your nomination here to recognise the profession’s next strategic leader.