"We want to be relevant."

Andrin Bernet
Managing Partner, Leader Assurance & Member of the Management Board, PwC Switzerland

Article overview

Disclose: Andrin, what keeps board members awake at night? 

Andrin: Major transformation topics such as digitalisation and sustainability are currently on the agenda of those responsible. There is a lot of uncertainty and most companies are in experimentation mode. There is still no universal recipe for success for transformations.  

What does that mean for you and the teams in Assurance?  

Decision-makers expect us to provide expertise as auditors. But they also need us as a sparring partner. They not only want to know how we assess their financial or sustainability report, but also what is happening in the economy and industry or what they can expect in the regulatory area. Our clients look to us for dialogue, a sense of proportion and objectivity. This speaks for the great trust they place in our teams. 

How do you and your teams build or expand this trust? 

I see our professional expertise, qualified objectivity and a close look, i.e. credibility, as our duty. The freestyle consists of a flair for nuances and overtones. This is where soft factors come into play. For example, the ability to address sensitive topics or ask critical questions.  

Let's talk about duty first. What exactly do you mean by that? 

PwC audit teams are generally recognised as being highly consistent in terms of audit assurance and objectivity. Nevertheless, we must continue to develop and improve. That is why, for example, we have invested a great deal in artificial intelligence in recent years. We are in the process of further expanding our expertise and establishing ourselves as a trusted authority. In doing so, we are undergoing the same transformation that many companies are facing today. In this role, we can provide our customers with valuable experience. 

And how would you describe the freestyle? 

By this I mean the way in which we support a company and take it forward - far beyond the Key Audit Matters. We are known for having a good feel for markets and trends. We address key issues at the right moment and communicate our observations in the right tone. For example, we pick up on transformation risks or inform those responsible of correlations that we consider crucial to success or the future. In short, we bring loose ends together. This makes us relevant for our clients. 

Relevant because you bring an outside perspective into the company? 

Yes, but not only. As external parties, we have an external view per se. But we also provide a valuable inside view. Because as part of our auditing activities, we look deep into various areas of the organisation. We share this internal perspective with our clients. Ultimately, they are often far too distant from the people beyond their management span. The objective linking of external and internal perceptions strengthens a company's trust in itself - and in us. 

So it's about relationships? 

About relationships and time. In the parable "The Little Prince" by Antoine de Saint-Exupéry, the fox and the little prince talk about the latter's rose. "It's the time you've wasted on your rose that makes your rose so important to you." The rose symbolises the fragility of relationships. When we take time for someone, we strengthen this relationship and thus mutual trust. 

How important are interpersonal relationships in the age of AI? 

More important than ever. My best clients are those whom I have been able to help with personal challenges. That's why we don't just turn up for the annual review of the audit results, but also when we are needed as people. 

How do you promote soft skills among your employees? 

We have a range of training programmes for a variety of specialist and management topics. I also emphasise the importance of young partners in particular gaining experience early on, for example with difficult conversations. Ultimately, however, it is a question of attitude and values. Anyone who works for us must share PwC's understanding of values.  

What would that be? 

We are a global company, but our focus is on the people on the ground. We want to be globally networked and locally anchored. This is both a challenge and a balancing act. It is not for nothing that the value of relationships is at the heart of our partnership concept, which is why our managers also bear the title of partner.  

What drives you personally as Head of Assurance? 

The aforementioned relationship focus. I am a people person. I'm interested in helping the people I work with to move forward. I seek dialogue, even the unpleasant kind. With my expertise, understanding of business, experience and my talents as a person, I want to be relevant for other people. In other words: to answer big questions in a sustainable way.  

Thank you, Andrin, for sharing.