Leadership in the accounting profession is evolving, and the participants in AG NEXT Accelerate are at the forefront of this transformation. In our ongoing “‘Tis the Season to Lead” series, we’re spotlighting these rising stars as they reflect on their leadership journeys, personal breakthroughs, and what it takes to thrive in a rapidly changing industry.

Today, we feature a Q&A with Ryan Swiderski, partner at Wipfli, who serves the manufacturing, retail, and distribution (MRD) technology consulting practice while heading Wipfli’s retail and consumer products industry team. In parts 1 and 2 of our ‘Tis the Season to Lead’ campaign, Matt and Nicole emphasized the need for diverse leadership backgrounds, strategic thinking, and flexibility in work-life balance, Ryan’s perspective stands out for his emphasis on immersive mentorship. By bringing staff into real-world challenges and providing hands-on guidance, Ryan not only fosters their technical and interpersonal growth but also redefines leadership as a collaborative, people-centered process. Here’s a closer look at Ryan’s journey in his own words.

What’s the biggest misconception about leadership in accounting today, and how do you see yourself challenging that?

As a leader in the advisory practice of a Top 25 CPA firm, a common misconception I see is that being a leader means leading based on technical expertise. Understanding how to implement financial systems, how to build detailed reports, or how to complete a complicated tax return are, of course, valuable skills, but being a leader in this industry is more about the soft skills of leading clients and associates. I look to bring associates and staff into every aspect of my work to expose them to real-world challenges and client scenarios and provide guidance and direct feedback, helping accelerate their growth

When you look back at the moment you decided to pursue leadership, was there a particular experience or person who shaped that choice?

I recall back on my first project at my first firm, the partner in charge told me: When you start at a professional services firm, you are given 10 marbles. Every time you make a major mistake, you lose a marble. By the time you make partner, you should have no marbles left. This has always been an inspiration to me that allows me to challenge myself, take risks, and define the type of leader I am.

AG Accelerate is ultimately about accelerating your vision, impact, and success—what’s one personal challenge or breakthrough that AG Accelerate has helped you with so far?

AG Accelerate has helped me understand how others perceive my leadership style, where I’m strong, and, more importantly, where my blind spots are. By exploring these blind spots – specifically cautious decision-making – I am more aware of when I need to be more assertive and strategies to help me.

In a world that’s rapidly automating, what human quality do you believe is essential for the future of leadership, and how do you nurture that in yourself?

Emotional intelligence. Realizing the value of any technological leap – whether it’s AI, the internet, microchips, etc. – requires people (to build it, activate it, or be the benefactors), and leading people requires knowing yourself, knowing how to develop relationships, and how to deal with stressful situations. AG Accelerate has helped me know where I need to improve in these areas.

What advice would you give to others considering joining AG Accelerate?

To get the most out of this program, you need to be committed to being vulnerable, open to sharing personal experiences, and ready to be analyzed by peers and experts that are going to give you valuable leadership advice.

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Ryan’s story highlights the transformative potential of the AG Accelerate program and the profound impact it has on developing leaders who can balance risk aversion with the courage to take bold, calculated risks. In the accounting profession, being risk-averse is a strength—it ensures accuracy, compliance, and trust. However, as the “10 marbles” advice he shared highlights, leadership requires us to go beyond that foundation. Growth happens when we challenge ourselves, take risks, and view mistakes as opportunities to improve. He reminds us that leadership is about finding the balance between caution and action, precision and progress, and inspiring others to do the same.

If Ryan’s insights resonate with you, connect with him on LinkedIn to continue the conversation and learn more about his leadership journey.