David spent 12 years in insurance before moving to Campbell Dallas, then one of Scotland’s largest independent accountancy firms. There, he was brought in to create more development opportunities for the firm’s people. After Campbell Dallas joined the group that became Azets, his role grew to cover talent, performance and leadership development as the group expanded. Azets now employs 9,000 people across eight countries and ranks among the UK’s top 10 accountancy firms.

In this conversation, David explains why succession is about business continuity rather than HR. He also covers what losing a partner costs a firm, and how to build a succession plan that stands up when buyers and investors ask about it.

In this episode

• Why succession is a business continuity question, not an HR exercise
• The costs of losing people beyond salary, from recruitment and lost productivity to client relationships
• Building AI capability by starting with the work, not with what AI can do
• How to build a succession map around critical roles, performance and potential, and emergency successors
• Why the value lies in the conversations after the map is drawn
• What buyers and investors want to see
• Developing emerging leaders with intention, so firms are not training people to leave

Chapters

00:00 Introduction: what creates value in a professional services firm
01:14 What firms overlook about succession
05:17 The hidden cost of losing people
09:40 David's journey from insurance to Campbell Dallas and Azets
15:32 Building AI capability: start with the work
23:28 How AI is changing the adviser's role
26:17 Building a succession plan around critical roles
30:23 Emergency successors and filling the gaps
32:06 Someone needs to own it: the value is in the conversation
34:12 Succession as part of strategy
36:41 Retirement, investment and what buyers will ask
38:45 Developing emerging leaders with intention
43:44 Measuring what leadership programmes achieve
47:07 Where to find David

About David

David Whitson-Black is a senior talent, leadership and organisational capability leader with more than 20 years’ experience across professional services and regulated financial services. His work has spanned talent and performance, leadership development, succession, strategic workforce planning, early careers, learning, and organisational capability, often in businesses undergoing significant growth or change.

David spent 11 years with Campbell Dallas and the group that later became Azets. He joined to build the firm’s learning and development capability beyond technical training, then progressed through increasingly senior roles as the organisation grew through acquisition and integration. His remit expanded to include early careers, talent, performance, succession, leadership development, workforce capability and future skills, including AI capability.

Earlier in his career, David spent 12 years with esure in learning and capability roles within a regulated insurance environment. He now undertakes selected interim, fractional and advisory work through Groveworks alongside his broader work in talent, leadership and organisational capability.

Connect with David on LinkedIn: linkedin.com/in/davidblack79