What younger finance professionals really want in 2026

Accounting is changing. Across the Asia-Pacific region, whether in the Big Four firms or local consultancies, emerging finance professionals are balancing compliance with strategy, embracing technology and prioritising flexibility in how and where they work.

As these professionals progress through their careers, their choices will matter. Over the next 40 years, their priorities will shape the profession.

For Melbourne-based graduate accountant Daren (Tze Yong) Wong ASA, accounting was not what he had imagined for himself. However, as he progressed through university, Wong began to understand how the profession “quietly supports decision-making behind the scenes” for every organisation. “It shapes outcomes even when people don’t always see it,” he says.

Seeing the real-world impact of his work clarified what Wong wanted from his career. “Work takes up a significant part of our lives, so it feels important to choose something that does not conflict with your core values,” he says.

From the Big Four to a local firm, each of his experiences informed his ethos. “Purpose, to me, means doing work without dread,” he says. “Work that feels like an honest extension of who I am, and work that encourages me to grow in a direction that feels authentic.”

Jarrad Clark ASA, manager of finance and brokerage at Synergy Finance in Tasmania, finds meaning in service. His work supporting sole traders, small businesses and families gives him the opportunity to care for the community he is part of.

“Working with smaller customers like mums and dads, as well as young professionals, has been really nice,” he says. “When you are part of the community, you really want to do a good job. People know each other. You take extra care because you live here, too.”

This perspective aligns with a broader global shift. Harvard Business research shows that 90 per cent of respondents said work should bring a sense of purpose to their lives.

Nova Hutabarat ASA started working at EY Indonesia straight after university and stayed for over three years, drawn by “a really strong and supportive work culture”. That foundation shaped what she now values in any workplace.

“Having a supportive team gave me self-motivation, and I enjoyed my job because we helped each other when the deadlines were stressful,” she says.

Similarly, Wenn Fang Chong ASA, who built her career in natural resources and commodities in Singapore, believes a supportive workplace culture is essential.

In her current role at Glencore, working across accounting and tax, she explains that “the pace can be demanding, especially around month-end closes and tax deadlines, but the team environment makes a significant difference.

We work with colleagues in Australia, London and the US. It is very dynamic, and people are willing to accommodate different time zones.” For Chong, a healthy, approachable workplace builds confidence. “It makes you more confident to raise issues, ask questions and offer feedback.”

Flexibility is a top priority for this generation. “A workplace that embraces flexibility, diversity and inclusion creates an environment where people feel supported and empowered to grow. That is the kind of place I hope to build my career in,” says Wong, who is completing the CPA Program while studying law.

 

"Purpose, to me, means doing work without dread. Work that feels like an honest extension of who I am, and work that encourages me to grow in a direction that feels authentic."

 

Clark echoes this view. “In my early 20s, it was all about climbing the corporate ladder,” he says. After five fast-paced years at ANZ in Sydney, he moved to Hobart, where he now values the work–life balance in his current role.

“The biggest initiative here is flexibility around work–life balance. If you need to leave for school commitments or work from home because kids are sick, it is understood. The work fits around what is happening at home.”

Ethics, trust and transparency

For the next generation of accountants, “doing the right thing” is seen as essential. Claudia Otley CPA, an associate commercial business partner at Beca in Auckland, sees transparency and ethics as core to the profession.

“Finance is not just about reporting numbers — it is about creating clarity so people can make informed ethical decisions. Presenting reporting accurately, consistently and in a way leaders can trust is crucial,” she says.

Adrienne Lew ASA, an audit associate at Baker Tilly Malaysia, has a clear sense of trust and reciprocity. “I believe that every client who chooses me believes that I can bring something valuable to them, whether it is a fresh perspective or the need for thorough checks.

To me, it is not just choosing them, but them choosing me and giving me an opportunity to create value for their organisation.”

For young professionals, ethics extends beyond numbers to wider social responsibility. “Sustainability is very important to me,” Otley says. “I see my peers, particularly the younger generation, take a keen interest in what Beca is doing — they want visibility of what we are doing versus just talking about it.”

 

"The biggest initiative [at my workplace] is flexibility around work–life balance. If you need to leave for school commitments or work from home because kids are sick, it is understood. The work fits around what is happening at home."

 

Wong adds, “Volunteering in aged-care homes, orphanages or hospitals exposes us to human experiences that no textbook can capture. These interactions broaden our perspectives and remind us that finance and accounting ultimately serves people, not just numbers.”

Technology as an enabler

Growing up with technology, today’s accountants are at ease with tools like artificial intelligence (AI) and automation.

“At Glencore, we are using machine learning and robotic automation,” Chong shares. “During the accounting close, it actually speeds up our process.” That efficiency gives her more capacity to focus on analysis and strategy, though she notes the need to stay proactive and “keep up with advanced AI tools, so we are not left out”.

Otley brings a similar enthusiasm. Having worked on a major systems transformation, she has seen firsthand how technology is reshaping finance teams. “Digital tools, analytics, automation and AI are becoming central,” she says. “They are already changing how we work, and I think the next 10 years will be transformative.”

Lew views AI as an opportunity to raise standards rather than replace accountants. “As AI reduces errors, some traditional tasks will matter less,” she says. “But that pushes us to be better, more efficient and more thoughtful about how we work.”

Professional development

Continuous learning is a constant theme for the young cohort.

“We must embrace continuous learning to develop skills in technology, data analysis and strategic thinking alongside traditional competencies, to ensure that we meet future demands, innovate change and turn vision into reality,” Lew says.

Wong, who has interned at Deloitte and KPMG, values the experience he gained early in his career. Reflecting on the profession more broadly, he highlights the importance of formal training. “I hope to see larger firms invest more in newcomers.

 

"I see the future accountant as someone who helps shape organisational strategy — being recognised as a partner in decision-making, contributing insights on future growth opportunities, sustainability, investment and long-term performance."

 

Training requires time and money, but the long-term benefits can be significant.” He also sees professional growth in global exposure. “I hope to see more genuine cross-border collaboration.

Exchange programs, joint project teams and opportunities to work in different jurisdictions could create richer learning experiences and help professionals develop adaptability, communication skills and cultural awareness.”

Hutabarat, who moved from Jakarta to Perth and now works at Mavrick Partners, emphasises the value of learning about a new market. “Enrolling with CPA Australia helped employers recognise me as an accountant, even though my education was gained overseas,” she says.

“It also deepened my understanding of Australia’s business environment from Proprietary Limited structures to the role of the Australian Securities and Investments Commission. That knowledge has been very valuable.”

The next 40 years

Emerging accountants see their role expanding far beyond compliance. They see themselves not just as number-crunchers, but as strategic partners who help shape the direction of their organisations.

Otley captures this shift clearly. “I see the future accountant as someone who helps shape organisational strategy — being recognised as a partner in decision-making, contributing insights on future growth opportunities, sustainability, investment and long-term performance.”

Hutabarat adds, “in the future, I want accountants to become more of a strategic partner, working alongside the business to help it grow in the right way.”

 

"The accounting profession will become a high-value service industry that provides clients with strategic advisory and risk management services, and supports business innovation as automation takes over routine tasks."

 

Lew highlights how the profession itself is evolving. “The accounting profession will become a high-value service industry that provides clients with strategic advisory and risk management services while supporting business innovation as automation takes over routine tasks.”

Clark agrees, noting that “finance roles will evolve into decision-making roles, because you will have deeper insight into the finance function of the business”.

Technology is central to this transformation. “Accounting is evolving with technological advances,” Chong notes. “In the next 10 years, we will no longer be just preparing accounts — we will be part of the business and growing with it.”