Led by Phil Hobden, Silverfin\u2019s UK Sales Lead<\/a>, the panel featured Angus Macgregor (Chief People Officer, Shaw Gibbs), Hollie Moore (Head of Early Careers, BKL)<\/a>, and Richard Spofforth (Head of Accounts & Outsourcing, Kreston Reeves). Together, they unpacked how firms can embrace AI without losing sight of their most important asset: their people. Phil opened with a simple but powerful statement: \u201cArtificial intelligence is not a substitute for human intelligence\u2014it\u2019s a tool to amplify it.\u201d<\/p>\n\n\n\n While most AI discussions focus on software, automation and operational efficiency, this session shifted the focus. It asked: What does AI mean for teams? How do we avoid de-skilling talent? And are we building the right skills for a future where AI is embedded in everyday workflows?<\/em><\/p>\n\n\n\n Richard Spofforth shared how Kreston Reeves is using Microsoft Teams Premium and AI transcription tools to improve audit planning meetings. These tools don\u2019t just save time\u2014they enhance the quality and completeness of outputs, reduce errors, and free teams to focus on more valuable work.<\/p>\n\n\n\n \u201cWe used to spend over an hour writing up notes after a planning meeting. Now, with transcripts and summaries automatically generated, nothing is missed\u2014and we\u2019re able to have more focused, more productive sessions,\u201d he said.<\/p>\n\n\n\n Hollie Moore<\/a><\/strong> added a people development perspective. At BKL, AI has helped our audit teams shift from repetitive tasks like invoice sampling to more meaningful analysis and collaboration. \u201cIt means our juniors are getting involved in \u2018meatier\u2019 parts of the job sooner,\u201d she explained, \u201cwhich accelerates their growth and keeps them engaged.\u201d<\/p>\n\n\n\n Despite the clear benefits, the panel didn\u2019t shy away from AI\u2019s potential downsides.<\/p>\n\n\n\n Hollie noted a growing concern: \u201cAre we creating a generation of accountants who don\u2019t really understand what\u2019s happening in the background? If we skip foundational skills like double-entry bookkeeping, what happens when the tech goes wrong?\u201d<\/p>\n\n\n\n Richard echoed this, raising a broader point around wellbeing. \u201cIf all that\u2019s left is the complex, high-stakes work, that has a mental health impact. We all need a balance\u2014some of the easier tasks serve a purpose, even if they\u2019re automated.\u201d<\/p>\n\n\n\n Angus Macgregor, drawing on his experience in legal and hospitality sectors, spoke about the training and support gap that often emerges when lower-level tasks are removed. \u201cIn call centres, AI stripped out routine enquiries, leaving staff with only the hard cases. It raised expectations but didn\u2019t always come with the right support. That\u2019s a real risk here too.\u201d<\/p>\n\n\n\n The consensus? We need to rethink how we train people. Traditional models won\u2019t cut it in an AI-first world.<\/p>\n\n\n\n \u201cTraining in accountancy hasn\u2019t really evolved for years,\u201d Hollie said. \u201cRight now, we teach people how to use the software\u2014but not what it\u2019s actually doing. That has to change.\u201d<\/p>\n\n\n\n Richard made an interesting comparison: \u201cFirms like Bain and McKinsey can take graduates and turn them into high-performing financial analysts without traditional accounting training. Why can\u2019t we do the same?\u201d<\/p>\n\n\n\n Angus Macgregor brought the conversation back to the organisational level. \u201cWe need a proper strategic plan\u2014not just around which tech we\u2019ll adopt, but how we roll it out across different career stages, and how we support everyone through that change.\u201d<\/p>\n\n\n\n Leadership, he argued, needs to play an active role. \u201cThis isn\u2019t optional. This is about long-term viability. The top of the house needs to buy into it\u2014and cascade that commitment down.\u201d<\/p>\n\n\n\n Richard offered a practical perspective. \u201cWe\u2019ve started rolling out Copilot Chat across the business\u2014not just to senior managers, but everyone. The idea is to test, learn, and see who\u2019s actually using it. That helps us identify internal champions and drive adoption in a more organic way.\u201d<\/p>\n\n\n\n The discussion closed on a positive note. There is a real opportunity to empower younger professionals\u2014many of whom are already fluent in AI tools\u2014to contribute in a meaningful way.<\/p>\n\n\n\n But that only happens if firms are willing to listen. \u201cWe need to create space for new ideas,\u201d Hollie said. \u201cPeople moving between firms often bring brilliant approaches with them. Are we set up to hear them?\u201d<\/p>\n\n\n\n Phil wrapped things up by framing it as a mindset shift. \u201cWe\u2019re not just automating tasks\u2014we\u2019re redefining what it means to be an accountant. AI is here, yes\u2014but how we implement it, who we empower, and how we bring people on the journey? That\u2019s where the real change lies.\u201d<\/p>\n\n\n\n This session was a reminder that technology is only half the story. AI might be reshaping workflows\u2014but the firms that thrive will be those that invest just as heavily in people, culture and change management.<\/p>\n\n\n\n For us at Silverfin, that\u2019s what \u201cmaking AI humanly possible\u201d really means.<\/p>\n\n\n\n
Here are some of the key takeaways: <\/p>\n\n\n\nRethinking AI: It\u2019s not about the tools<\/strong><\/h3>\n\n\n\n
Collaboration, not just calculation<\/strong><\/h3>\n\n\n\n
The risk of de-skilling: A warning worth heeding<\/strong><\/h3>\n\n\n\n
![\"\"](\"https:\/\/silverfin.com\/wp-content\/uploads\/2025\/04\/1.png\")
<\/figure>\n\n\n\nA call for a new training model<\/strong><\/h3>\n\n\n\n
Strategy, structure and the role of leadership<\/strong><\/h3>\n\n\n\n
A generational opportunity \u2014 If we let it happen<\/strong><\/h3>\n\n\n\n
Final thoughts<\/strong><\/h3>\n\n\n\n
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