EY Appoints Six Leaders to the EY Global Executive Leadership Team

"These appointments showcase our talented bench of diverse and highly skilled people at EY," said Global Chairman and CEO Mark Weinberger.

EY (No. 1 on the DiversityInc Top 50 Companies list) today announces six appointments to the EY Global Executive leadership team, its most senior body focused on strategy, execution and operations. These new leaders will continue to focus on the delivery of the EY Vision 2020 strategy.

The new appointments take effect on July 1, 2018, the start of the EY financial year. All outgoing partners are retiring from their roles.

Mark Weinberger, EY Global Chairman and CEO, says:

"These appointments showcase our talented bench of diverse and highly skilled people at EY. Our new leaders will continue to build upon our strong foundation of shared values and purpose. They have demonstrated an ability to manage high-performing teams and deliver high-quality results. As more businesses turn to us to help them seek the upside of digital disruption, I am confident these leaders, backed by our exceptional people around the world, can meet EY clients' needs in this dynamic environment.

"I thank our current leadership for their great work and achievements. I'm excited about our new appointees and look forward to working with them more closely in their new roles."

New Appointments

EY Americas geographic area and EY US

Kelly Grier has been appointed to the combined post of EY US Chairman and Managing Partner and EY Americas Area Managing Partner. This appointment will see Kelly lead the Americas geographic area, which together represent more than US$14.5b in revenue and more than 71,500 people in EY member firms in 31 countries. Kelly is an audit partner at EY US and was most recently Regional Managing Partner for the US Central Region. In her 27-year tenure with EY, she served many of the largest and multinational EY clients helping them to transform and grow. She also comes with global experience having worked in Germany and Switzerland and she has held a variety of roles. She will succeed Steve Howe.

EY Asia-Pacific geographic area

Pat Winter has been appointed EY Asia-Pacific Area Managing Partner. A partner at EY for 19 years, he will lead EY's fastest growing geographic area – which grew 11.3% in FY17 to US$3.6b and now includes 44,000 people. Pat was previously EY Asia-Pacific Deputy Area Managing Partner. He brings strong accounting, transactions and corporate finance experience, having led numerous due diligence and initial public offerings for many emerging and fast growing companies. Pat has also spearheaded various growth initiatives and grew capabilities through strategic acquisitions, like those of EYC3 and Open Windows Australia, which brought key data analytics and cyber-security advisory capabilities. He succeeds Steven Phan.


Jay Nibbe has been appointed EY Global Vice Chair – Markets, responsible for leading the globally integrated, account focused go-to-market strategy and business planning across all EY service lines, sectors and geographic areas. As part of this, Jay will also lead EY global solutions, EY research teams, all alliance partnerships, business development, digital services and the global alumni program. In his most recent role as Global Vice Chair – Tax, Jay led the global Tax service line, which in FY17 achieved US$8.2b in revenues. He brings deep and relevant experience to the new role, having previously led Markets for the Europe, Middle East, India and Africa geographic area. He also brings considerable global experience having worked and lived in New York, London, Moscow, among other locations. He succeeds Uschi Schreiber and his successor to the Global Tax role will be announced in January.


As EY Global Vice Chair – Talent, Trent Henry will continue to develop the EY workforce of the future strategy, which seeks to build on and support the base of 250,000 EY people. This includes actively recruiting and developing the leading talent from around the world and meeting growing demands for digital, specialist data and analytical skills across the global organization. Trent is CPA-qualified and was most recently EY Canada Regional Managing Partner. Under his leadership and focus on talent, EY Canada was the only one of the Big Four listed on Canada's Best Workplaces list in 2017 and it was voted Universum's most attractive professional services employer in Canada. Additionally, he helped EY Canada become the profession's growth leader for six consecutive years. Trent brings considerable experience from his 28-year career at EY, particularly in the Tax business where he held a number of senior positions. He succeeds Nancy Altobello.

Global Accounts

Alison Kay has been appointed Chair of the EY Global Accounts Committee, a three-year rotating role, in addition to her current role as EY Global Vice Chair – Industry. In her EY Global Accounts Committee role, Alison is responsible for optimizing growth across EY top accounts – the most global and most complex accounts. Alison will continue to help ensure EY is at the forefront of industry disruption and convergence issues as well as enabling EY to develop innovative, sector-specific solutions.

Early-stage partner representation

Jessie Qin joins the EY Global Executive leadership team in a three-year rotating role reserved for an early-stage member firm partner. Jessie is a partner in the EY Advisory service line based in Zurich and has 14 years of consulting experience across EY and other organizations including PwC and IBM, working across Australia, China and more recently, Switzerland.

Middle-market Companies Seizing Growth by Embracing AI, Diverse Talent Pools and Sweeping Regulation Over Next 12 Months

EY survey shows 87% of middle-market companies plan revenue growth of more than 6% this year, significantly outpacing GDP forecasts

Originally Published by EY.

Middle-market companies across the globe are significantly more optimistic about business conditions and opportunities than last year, according to the findings of the annual EY Growth Barometer released at the EY World Entrepreneur Of The Year Forum. Growth prospects for all major economies are finally improving in 2018, with International Monetary Fund GDP forecasts currently at 3.9% for the year. Amid this positive background, business leaders are bullish about revenue growth.

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Regulatory Complexity is the Greatest Barrier to Widespread Blockchain Adoption, While Regulatory Changes are the Primary Driver of Broader Integration, According to EY Poll

Organizations are making an active effort to integrate blockchain into their business functions as they look to reap the benefits of the technology, with 60% expecting the financial/professional services industry to see the most blockchain breakthroughs in the next two years.

Originally Published by EY.

Regulatory complexity is having a significant impact on widespread blockchain adoption, according to an EY poll of senior professionals who attended the EY Global Blockchain Summit in New York. Sixty one percent see regulatory complexity as the biggest barrier to widespread adoption, followed by integration with legacy technology (51%) and a lack of general understanding of blockchain's capabilities (49%).

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Originally Published by National Organization on Disability.

On November 1st, the National Organization on Disability held our Corporate Leadership Council Fall Luncheon and Roundtable. Hosted at Sony's New York offices, the event centered on the topic of mental health in the workplace.

Members of our Board of Directors and executives from nearly 40 companies held a candid conversation, heard from business leaders, and participated in an insightful Q&A where successful strategies were discussed to accommodate and support employees with mental illness in the workplace.

"Mental illness is the single biggest cause of disability worldwide," said Craig Kramer, a panelist at the event and Chair of Johnson & Johnson's Global Campaign on Mental Health. "One out of four people will have a clinically diagnosable mental illness at some point in their lives," he continued. Another 20 to 25% of the population will be caregivers to loved ones with a mental illness.

The costs are staggering. "In the coming decades, mental illness will account for more than half of the economic burden of all chronic diseases, more than cancer, diabetes, and chronic respiratory diseases combined…. It's trillions of dollars," said Kramer.

From an employer's perspective, the need for a successful strategy to deal with mental illness in the workplace is clear. But what are the most effective ways to confront this challenge? Roundtable participants discussed a wide range of ideas and success stories aimed at de-stigmatizing mental health and incorporating the issue into wider conversations around talent, productivity, and inclusion.


  1. Be empathetic. "The most important workplace practice [with respect to mental health] is empathy," said NOD President Carol Glazer. Empathy is critical for normalizing conversations about mental health, but also for maximizing productivity. "A feeling of psychological safety is important," said Lori Golden, a panelist and Abilities Strategy Leader for Ernst & Young; and this sense of safety requires the empathy of colleagues to flourish.
  2. Tell stories. "Nothing is more activating of empathy than for people to share their powerful stories," said Dr. Ronald Copeland, NOD Board member and Senior Vice President of National Diversity and Inclusion Strategy and Policy and Chief Diversity and Inclusion Officer for Kaiser Permanente. Copeland's organization partners with the renowned nonprofit, Story Corps, to capture the stories of Kaiser Permanente employees, and also provides a platform on the company intranet for employees to communicate in a safe space. Both Craig Kramer and Lori Golden also shared examples of how their companies provide opportunities to share their stories and "start the conversation, break the silence," as Kramer put it.
  3. Model from the top. Carol Glazer received a standing ovation at the luncheon for her account of her own experiences with Post-Traumatic Stress Disorder (PTSD). This type of executive-level modeling sends a powerful message that a company is committed to improving mental health for all employees. Lori Golden shared how EY had experienced great success with a program where top-level managers host office-specific events and share stories of mental illness or addiction that they are personally connected to – either about their colleagues or loved ones or, in a surprisingly high number of instances, about themselves. Senior leadership setting the example conveys that this is a forum in which employees can feel comfortable sharing.
  4. Communicate peer-to-peer. "We all know that there's greater trust of our own peers than there is of the organization," said Lori Golden. So to build trust, EY "took it to the grass roots," creating formal opportunities for employees to have conversations about mental health and asking other ERGs to co-sponsor these events. Craig Kramer also noted that Johnson & Johnson had simply folded mental health issues into their global disability ERGs, eventually building the world's second-largest mental health ERG by piggy-backing on existing infrastructure and leveraging existing connections.
  5. Be flexible. Accommodating [the fact that people live busy, complex lives] gets you better buy-in…and keeps production pretty high," suggested Dr. Copeland. A representative from one Council company concurred, explaining how their company has recently instituted a new policy of paid time off for caregivers on top of federally-funded leave. "Being in a culture in which we measure what you produce and not whether you show up in person all day, every day, and where if you can't be there, you negotiate how the deliverables will get done and in what time frame…is immensely helpful to people who themselves have mental illness issues or addiction or are caring for those who do and may need some flexibility," summarized Lori Golden.
  6. Build a trustworthy Employee Action Plan. Many employees do not access or even trust their organization's internal resources. According to Craig Kramer, the percentage of calls placed to most company Employee Action Plans (EAPs) regarding mental health is "in the low single digits," while "if you look at your drug spend, you'll find that around 50% is [related to] mental health." The people answering those calls must be trained in mental health issues, and employees also need to be assured that EAPs are truly confidential.

While revealing and accommodating mental illness remains a massive challenge in the workplace and beyond, a number of successful strategies are emerging for tackling this challenge – many of them pioneered by companies in NOD's Corporate Leadership Council.

EY: Women CEOs’ Growth Ambitions Significantly Outpacing the Market, Despite Their Ongoing Challenges in Accessing Capital

The EY survey, based on views of CEOs from middle-market companies across the globe, showed that this optimism is in line with improving business conditions internationally.

Originally Published by EY.
  • 30% of female-led companies are targeting growth of more than 15% in next 12 months, compared with just 5% among rest of market
  • 52% of women-led companies have no access to external funding, compared to 30% of male-led companies
  • 17% of respondents think that access to capital is the biggest barrier to growth

Despite encountering more obstacles to accessing capital, female-run businesses are targeting more ambitious growth margins than male-led companies, according to the EY survey Is the x chromosome the x factor for business leadership?, unveiled at the EY Entrepreneurial Winning WomenTM Asia-Pacific and Japan conference this week in Tokyo. The survey, based on views of CEOs from middle-market companies across the globe, showed that this optimism is in line with improving business conditions internationally.

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