BDO chief credits culture, AI and employee ownership for growth

BDO USA CEO Wayne Berson said the accounting and advisory firm grew revenue from $600 million to more than $3.4 billion during his 14 years in charge. In a Fortune commentary, Berson said the expansion came as the firm dealt with digital change, the pandemic and a shift in ownership structure.

Berson, who also chaired the global board of BDO International from 2014 through late 2025, described three factors behind the firm’s growth: culture, artificial intelligence and employee ownership. He said those areas worked together as BDO expanded its staff at a pace similar to revenue growth.

Culture as a business tool

Berson said BDO’s leadership made people and culture a central part of the firm’s strategy as the accounting profession faced changing labor conditions. According to Berson, more than 90% of BDO employees reported a sense of belonging in the firm’s 2025 annual employee engagement survey.

He said that measure had business value because relationships between employees and clients helped support growth. Berson wrote that nearly two-thirds of BDO’s growth over the past dozen years came organically rather than through acquisitions, with clients staying, expanding work and making referrals.

Berson said BDO introduced a firmwide strategic plan called CLIMB after he became CEO, with culture represented by the “C” in the name. He said the plan gave the firm a shared strategy and helped guide later decisions.

The COVID-19 pandemic tested that approach, Berson wrote. He said BDO’s leadership listened to employees, communicated regularly and trusted staff to keep serving clients during the disruption.

AI beyond cost savings

Berson said companies that treat artificial intelligence only as a way to speed work and cut costs are missing a larger opportunity. He argued that AI should increase the capacity of trained professionals rather than reduce the value of their judgment, expertise and empathy.

At BDO, Berson said the firm has focused on technology designed around employees’ daily work. He said BDO’s Agent Builder program has allowed employees to create hundreds of custom AI agents for personal workflows and team use.

Berson also pointed to AI Ambassadors, peer-led workshops and customized learning paths as part of BDO’s training effort. He said employees are more likely to use new tools when they believe company leaders are investing in their future.

Employee ownership shift

Berson said BDO’s ownership model changed in 2023, when the firm established an Employee Stock Ownership Plan. He described BDO as the first major accounting and advisory firm to create an ESOP, giving every employee a beneficial ownership stake at no cost to them.

According to Berson, the ESOP changed how employees viewed new tools and processes. He said staff began asking how changes affected the value they owned, rather than only how changes affected their jobs.

Berson said he was not arguing that every company should adopt an ESOP. His broader point was that workers are more likely to support change when they have a direct stake in the outcome.

Fortune identified the piece as commentary and noted that the views expressed were Berson’s own. Berson said the next decade will favor leaders who connect culture, technology and ownership in ways that give employees support, tools and a voice.

This story draws on original reporting from Fortune.