Iain Montgomery’s Post

Could it be that our perception of reality is influenced more by emotions than we realize? In Daniel Kahneman's groundbreaking book "Thinking, Fast and Slow," he introduces two modes of thinking: System 1 - Fast, automatic, and emotional. This is the kind of thinking we use when we make quick decisions, often based on instinct or past experiences. System 2 - Slow, deliberate, and logical. This requires conscious effort and critical analysis, helping us make more reasoned and informed decisions. A recent example is the controversy surrounding EY India, after the tragic death of a 26-year-old Pune-based Chartered Accountant who worked at the firm. The incident sparked widespread outrage on social media, with many condemning EY’s official statement, labeling it a "typical corporate response." As emotions ran high, a wave of criticism emerged, driven largely by media coverage and viral posts, prompting many to react against, and some to corroborate the motion. Similarly, in the context of the Israel-Palestine conflict, many rely on emotional narratives and deeply held beliefs, shaping their perspectives through the lens of System 1 thinking. This often leads to naive realism, where each side believes they are seeing the conflict clearly while viewing the opposing perspective as misinformed or biased. To truly understand the situation, it's crucial to apply System 2 thinking, allowing us to appreciate the complexity and underlying factors beyond emotional narratives. In an age where news and social media can shape our thinking in an instant, it's more important than ever to slow down and critically assess the information we consume. #CriticalThinking #ThinkingFastAndSlow #NaiveRealism #EYIndia #IsraelPalestine #Judgment #MediaInfluence #DecisionMaking #EY #opinions #war

Part 2/2 While my story had a happy ending, after leaving EY, I worked with some smaller firms, where I learned things and studied for the CA Final exams. With my parent's guidance and support, I did well in my exams and then started working in other corporates. While I enjoyed auditing, some of the scars from my previous stint were so indelible that I was determined not to work in areas that could require me to step on the doors of the big fours again. I would like to applaud my colleagues and seniors back then, who really motivated me, supported me during the tough period and also gave me good advice to leave. I have been away from this world for more than a decade now, recently in a gathering at a friend's place, I spoke to a young chartered accountant, who was expressing her ordeal with the toxic work culture that she has at her workplace, working for a big four. However, I believed that there must have been a significant improvement in the work culture at the big fours, since what I encountered. Anna's news has not shaken me personally, but it is a conclusive example that there hasn't been any palpable change in the work culture of these organizations over the past 15 years. I empathize with Anna and her family and understand the pain her mother expressed in her email. I commend her for calling out on this toxic work culture and offer my sincere condolences for their incomprehensible loss. However, nothing seems to inspire the business leaders at these organizations to introspect their work environment and weed out any unhealthy and toxic practices. My advice to my colleagues and fellow CA members/students is to not normalize any toxicity in the workplace, there is life and career beyond the big fours and if you can't change the culture, try changing your organization. We must all take this as an opportunity to introspect and ensure we will no longer be victims of the toxic work culture. "IT ENDs WITH ANNA" #corporateculture #restinpeace #itendswithanna #workload #Annasebastian

I call him my work dad 😊 I met Sir Andy, as I affectionately like to call him, 12 years ago when I joined PwC in Chicago. I quickly realized that he was not just a partner at a big 4 firm, he was a human being who genuinely cared about other human beings and carried that essence everywhere he went. I was inspired by his humility and kindness, he gave me a different view of what it meant to be a leader in this industry. He will tell you he is not perfect but I sure can tell you the healthy behaviors I observed at that time in this leader were not the usually expected ones of a partner. I was impressed upon positively and made a decision to stay in touch and continue learning from him even after I left PwC. Since then, there has not been a professional move I have made that he was not aware of or involved in in some way, which is why I call him my work dad. He has provided advice, guidance, wisdom, tips, a voice speaking on my behalf, encouragement, uplifting words, belief in me and my son… Thank you so very much for being who you are Sir Andy Dahle . Thank you for impacting my life positively and being an example continually. It was such a joy to see you and share this time of laughter and fellowship with you Sir. Thank you for making the time and sacrifice to meet with me! It was so much more fun in person!! 🙏🏾🙏🏾😇 Invest in relationships. Put recurring catch ups on the calendar with those people who impacted you in some way, don’t stop connecting with them just because you left the company. Be intentional, before you know it, 12 years would have passed and you’d realize this is no longer just a colleague or boss you met at work, but a friend, an ally, someone you can call on and vice versa. #investinrelationships

“If ever you decide to go into consulting, KPMG would be a great company to join”. A wise man once said this to me almost 20 years ago. Well – I’m here now and it’s been quite the journey as the image depicts. Here are 5 key takeaways 💡 that I’ve learnt along the way: 1. Fail fast. A term that you often hear used within the insuretech tech space and beyond. In the context of one’s career, failing (and failing early) can be a good thing. The consequences are sometimes less significant early on and it’s likely that you will have the time to react, dust yourself off and go again. 2. No doesn’t always mean no. It’s up to you to demonstrate why the answer should change. We drove to countless schools/colleges in 2005 begging for a chance to resit my GCSE’s and all of them said no, bar one who saw the tenacity with which I pursued a 2nd chance. In 2022, I came 2nd in a process for the role I have just commenced. Never give up. 3. Empathy vs sympathy ❤️ . The depth and severity of what I have experienced has given me the ability to empathise with others. Sympathy says “sorry to hear that”, empathy says “I feel what you feel”. There is a subtle difference – this has proved to be invaluable throughout my career. Bad stuff isn’t always so bad if you can learn how to use it positively. 4. Be resilient . Much like the UK property market, the long term trajectory is up ↗ . Your future success is determined by your response to the challenges. There may be a few bumps in the road and many reasons to quit – but hanging in there can often prove to be fruitful down the line. That being said, if something clearly isn’t working don’t prolong the inevitable. 5. Celebrate in stages. 🥂 🎊 It would have been easy to do the standard "I’m glad to announce my new job post", but it wouldn’t quite do this justice. It's been a journey. Celebrating gives you the opportunity to reflect, re-strategize and set new goals. Don’t wait until you get 'there'. Where is ‘there’? There may not turn out to be what you expected. A few shout outs. Thanks Dexter Williams for planting the seed re KPMG almost 20 years ago. It's funny how life works out. Thanks Claude Perret for developing my critical thinking as an actuary - you were the boss I needed back at DLG. Thanks Mike Joseph for the time spent under your pupillage. You literally helped me to get inside an underwriters brain and your entrepreneurship never ceases to amaze. Thanks Susan Dreksler for trusting me. To my pricing and underwriting colleagues - it would be great to connect further to understand your business needs. We've also hired Zvi Ebert and between us we have spent a significant amount of time on pricing transformations, UW workbenches, governance, best practice and so much more. Unlike the typical consultant trying to sell you a product that you don't want to buy, we understand the pricing pain points having spent all of our time in industry. Feel free to reach out if you would like a further conversation.

It’s a wrap. After an incredible 31 year run at the only place I have worked post college, I am officially retired from PwC. As I reflect on my time, I am filled with happy memories, gratification in what we accomplished, and pride in knowing we did this with the highest degree of integrity. This Firm has meant so much to me. I met many of my best friends, including my wife, navigated tough life challenges, and worked with the smartest & best clients across the world (Blackstone at the top of that list). On an Amtrak journey (all too familiar NY-DC corridor) a few days ago , I reflected on my time with the Firm: 1. I saw my career as a series of 3-5 year experiences. Gaining different experiences gives us perspective, and obviously, skills. I am grateful for the experiences that PwC has given me #Consulting, #Clients&Markets, #Financial Services, #PE, #NY, #Chicago, #London, #Deals, #Audit. Ultimately in a company, you reach the point where the opportunity for growth becomes limited, and you need to look elsewhere for your next challenge. 2. Another critical ingredient for long-term success is building a strong network of mentors, sponsors, and advocates (aka your personal board of directors). The last 31 yrs have given me the unique ability to foster these relationships and to build a powerful network - critical through peaks and valleys (especially valleys). Straight talk, a willingness to share, and loyalty are key traits to prioritize within your network. 3. Lastly, look to keep things simple. Focus on Clients and People. Obsessing about both is critical for long term success - never lose sight of this. Let me sign off by saying best of luck to Paul Griggs and the new leadership team at PwC. I know we will all see big things, and I will be cheering for you. A heartfelt thank you for all that have made my long journey a success - there are simply too many to name here but you know who you are. To my family words can’t even begin to express my gratitude of your unwavering support. As for me, expect to hear shortly about my next Chapter.

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What are the words that you believe will positively impact your year? From Deloitte, we wish you a year of meaningful connections and purposeful achievements, one word at a time!   As we embark on this journey of new beginnings, let's recognize the power of words in shaping our year, and reflect on our personal commitment to growth and success. Embrace affirmations and resolutions that will drive your personal growth and inspire your next goal.   #Seasonsgreetings #happynewyear2025 #makinganimpact

"We are sorry, we could not take care of one of us".This is the least we want to hear. Amidst all the outpouring of grief that we are sharing post the tragic passing of Anna, what I also found very disconcerting was both the silence from EY’s own employees or when they choose to write anonymously about the toxicity. It speaks volumes about the culture when the absence of acknowledgment of such a failure stands out in such a heartbreaking moment. Today I felt most sad when many EY leaders are posting about their ‘positive experiences’ - I can’t help but feel they are being nudged or pressured and clearly still more concerned about reputational damage than the actual loss of life. Not one of these leaders had posted a single message honoring the departed soul prior to their positive experiences. Amidst all the PR stunts and legally vetted statements, carefully suggesting denial, not even one EY leader has the humility and courage to simply say - " we are sorry, we could not take care of one of our own ! ". The print media also seems to be offering lip service, as have industry associations, perhaps fearing the loss of EY-sponsored reports and surveys. Even more surprising is the quietness from leaders, many from other consulting firms, including the Big 4, who are otherwise so vocal on LinkedIn and not sure if this is to keep their future employment options open at EY. Moments like these reveal a lot about real leadership. If your leaders are silent, remember—being silent is a statement in itself. Choose your heroes wisely. This post is not about EY, this is about all of us, how we choose to take care of each other better . We all know toxicity extends to other organisations as well - maybe 9 out of 10 organisations would have done the same in this unfortunate situation . This is about how we rather choose to acknowledge, react and hopefully better ourselves, each one of us. The least we can do is to acknowledge and better ourselves individually and collectively to ensure this never recurs. Never. One of the first things we teach our kids is to say 'sorry' and 'thank you' as powerful words. Today I realise how powerful a word 'sorry' truly is. #justiceforanna #ey

Back in 2017, when I worked at Ernst & Young, I was one of the very few in my family to have entered the workforce as an employee. Most of my family’s legacy stemmed from entrepreneurship—a tradition that started with my great-grandfather, Hemraj Batra. A zamindar in Rashidpur (now Pakistan), he left his land behind during the Partition, thinking it was temporary. What followed was unimaginable trauma, but also an inspiring transformation. From door-to-door sales on bicycles as "pheriwalas," my great-grandparents rebuilt their lives post-Partition. Over decades, their grit and resilience turned them into distributors for major mills like Mafatlal and Motilal, paving the way for my grandfather’s generation to thrive. By the time it was my turn, I stood at the crossroads: Skip the workforce for higher studies (not financially feasible then), or Take any job to gain financial independence. I chose the latter and joined EY. While I excelled at my job, it didn’t take long for me to realize: 💡 I craved freedom, creativity, and ownership. I’d grown up managing my father’s small apparel store and learned early that I thrive in spaces where I can experiment, innovate, and learn on my own terms. The structured processes of a corporate giant like EY didn’t align with me. The breaking point came when my manager asked me not to ask questions during a conference. Fast forward to today, as I work with large organizations as a brand, I see the same issues that frustrated me: ❌ Outdated processes ❌ Resistance to innovation ❌ Leadership disconnected from the ground realities Take this example: Rapido drivers avoiding official QR codes to evade commissions. This "leakage" may seem trivial for a mammoth organization, but it’s a symptom of a bigger problem—stakeholders feeling unheard. As businesses scale, what’s the point of becoming a mammoth if you cannot: Solve for the masses? Hear every stakeholder? That’s why I admire lean teams like the ones behind Telegram, WhatsApp, and Instagram—organizations that scale by staying agile, listening to users, and pushing above their weight to innovate. 🔑 "The ability to listen, adapt, and empower isn’t optional; it’s the foundation of true growth." What are your thoughts on balancing scale with stakeholder empathy? I'd love to hear them. #Rapido #Scale #Empathy #Business #Entrepreneurship #India

It’s that time of year PwC UK as we celebrate the promotions across the business as well as welcome a new Senior Partner and Managing Board. You see those you know well and those less so. Those you have coached and mentored and those who have coached and mentored you! Celebrating the successes of those we know and others is more than just a gesture of kindness; it’s an essential practice that fosters a positive and thriving community. In both personal and professional settings, recognising and applauding achievements can have profound impacts on individuals and groups alike. Firstly, celebrating success enhances motivation and morale. When we acknowledge the hard work and accomplishments of others, we validate their efforts and encourage them to keep striving for excellence. This positive reinforcement is crucial in maintaining high levels of enthusiasm and dedication. Moreover, celebrating others’ successes cultivates a supportive and collaborative culture. In a workplace, this practice can lead to stronger teamwork and a sense of belonging. Colleagues who feel appreciated are more likely to support each other, share knowledge, and work together towards common goals. This spirit of camaraderie and mutual respect can significantly improve overall productivity and job satisfaction. On a broader scale, recognising the achievements of others can inspire us all. Success stories serve as powerful examples of what is possible. They remind us that with hard work, persistence, and a positive attitude, we too can achieve our goals. By celebrating others, we create a ripple effect of inspiration and positivity that can extend far beyond our immediate circles. In addition, celebrating success helps to build and strengthen networks. Acknowledging and sharing in the joy of others’ accomplishments can open doors to new connections and opportunities. It demonstrates that we are not just focused on our own journey but are invested in the growth and success of those around us. Ultimately, celebrating the successes of others enriches our own lives and contributes to a more uplifting and interconnected world. So, let’s make it a point to recognise and celebrate the achievements of those we know, and watch as our community flourishes. #PwCFamily #Celebrations #WorkMilestones