AGN International’s Road to Munich Program showcases global talent, innovation, and people-first growth strategies. Emerging leaders from across the AGN International association have been putting their entrepreneurial skills to the test in the Road to Munich Program, a global initiative designed to challenge “NextGenners” to reimagine how medium-sized accounting firms can raise capital to fund growth.
The program brought together participants from around the world to explore how firms can secure investment while protecting independence, culture, and sustainability. Through interactive challenges and webinars, teams designed strategies that balanced growth with long-term values, focusing on how future funding models might reshape client services, employee opportunities, and competitive advantage.
Exploring Funding Options
Participants examined a wide range of approaches—from employee ownership models and hybrid strategies to private equity and even public listing. The overall consensus leaned toward models that would maintain firm control, with minority private equity investments considered more attractive than majority buy-outs.
A clear preference emerged for Employee Stock Ownership Plans (ESOPs), often blended with complementary approaches such as debt funding or selective external capital. Teams argued that these models not only support financial growth but also reinforce inclusive, entrepreneurial cultures that attract and retain talent.
The Global Challenge
This year’s global challenge focused on capital strategies and their implications for emerging leaders. Participants formed teams of three, acting as strategic advisors to a fictional mid-tier firm operating across multiple countries. Teams explored a variety of funding options, such as private equity, IPOs and mergers. They analysed how each path affected growth, leadership, autonomy, and firm culture. The program consisted of three interactive 90-minute webinars and a series of team Zoom meetings.
People-first Strategies
The strongest recurring theme across submissions was the connection between funding, people, and culture. Teams emphasized that employee engagement and ownership drive stronger client relationships and sustainable growth. Ideas included gamification of career progression, linking professional development to ownership opportunities, and positioning firm culture as a competitive differentiator.
Technology adoption, advisory service development, and employer branding were seen as vital for competing with larger firms. Many participants were skeptical of traditional market funding approaches, doubting their ability to deliver sustainable long-term value. Instead, they highlighted the opportunity for mid-sized firms to stand apart by aligning growth with employee investment and innovation.
The winning team demonstrated exceptional insight, strategic thinking, and collaboration. Their recommendations stood out for both depth and creativity. Their contributions exemplify the skill, vision, and leadership that our annual ‘Road To’ program seeks to nurture in the next generation of accounting professionals.
Recognition and Winners
The judges praised all participants for their creativity, insight, and professionalism. Interestingly, most teams opted for a combination of solutions, which the judges had not anticipated. They noted that the teams had thoroughly examined the trade-offs of private equity and public listing, and that it was encouraging to see younger professionals motivated to retain independence while pursuing growth.
Special recognition was given to standout teams:
- Team 8 won Challenge 1 for their practical and deliverable hybrid ESOP model, which combined two funding sources to preserve control. Their presentation was described as “the best of the day” and demonstrated a clear focus on sustainable growth.
- Team 1 impressed in Challenge 2 with their thoughtful hybrid model linking people strategy, regulation, and investment. Their clear, inclusive presentation and forward-thinking analysis earned them the overall program victory.
The judges also highlighted notable contributions across other teams, including Team 6’s innovative gamification of career paths, Team 4’s M&A-focused growth strategy, and Team 7’s pragmatic one-stop-shop advisory vision.
Looking Ahead
The Road to Munich Program demonstrated the depth of talent and creativity across AGN’s NextGen community. By connecting funding strategies with people-focused approaches, participants showcased how motivated, invested employees can fuel long-term client success.
As the profession navigates challenges such as AI adoption, global tax shifts, and talent retention, these future leaders are already shaping the models that will define the next era of mid-sized accounting firms.
Congratulations to all the teams for their outstanding work—and especially to Team 1, the overall winners, whose balanced, insightful strategy set the standard for the future.
AGN Related Resources:
– Generational Influence on Strategy Perspectives
– A Guide to Funding Future Investment – Raise new capital funds or is it time to sell up?
– Private Equity – A New Era for Accounting Firms
– AGN Impact Report 2024
– The AGN Advisory Migration Methodology
