AI in Accounting: People-First Insights from DAS 2025 | Silverfin

At this year’s Digital Accountancy Show, Silverfin hosted a panel that addressed one of the most important—and often overlooked—aspects of AI adoption in the accounting profession: its impact on people.

The session, titled “Making AI Humanly Possible,” explored how AI is reshaping the accounting industry—not just through automation, but in how firms train, structure, and support their teams.

Led by Phil Hobden (Silverfin’s UK Sales Lead), the panel featured Angus Macgregor (Chief People Officer, Shaw Gibbs), Hollie Moore (Head of Early Careers, BKL), and Richard Spofforth (Head of Accounts & Outsourcing, Kreston Reeves). Together, they discussed how firms can embrace AI without losing sight of their most important asset: their people.

Rethinking AI: It’s Not About the Tools

Phil opened with the statement: “Artificial intelligence is not a substitute for human intelligence—it’s a tool to amplify it.”

While most AI discussions focus on software, automation, and operational efficiency, this session shifted the focus to questions such as: What does AI mean for teams? How do we avoid de-skilling talent? Are we building the right skills for a future where AI is embedded in everyday workflows?

Collaboration, Not Just Calculation

Richard Spofforth shared how Kreston Reeves is using Microsoft Teams Premium and AI transcription tools to improve audit planning meetings. These tools not only save time but also enhance the quality and completeness of outputs, reduce errors, and free teams to focus on more valuable work.

“We used to spend over an hour writing up notes after a planning meeting. Now, with transcripts and summaries automatically generated, nothing is missed—and we’re able to have more focused, more productive sessions,” he said.

Hollie Moore added a people development perspective. At BKL, AI has helped audit teams shift from repetitive tasks like invoice sampling to more meaningful analysis and collaboration. “It means our juniors are getting involved in ‘meatier’ parts of the job sooner,” she explained, “which accelerates their growth and keeps them engaged.”

The Risk of De-skilling: A Warning Worth Heeding

Despite the clear benefits, the panel didn’t shy away from AI’s potential downsides.

Hollie noted a growing concern: “Are we creating a generation of accountants who don’t really understand what’s happening in the background? If we skip foundational skills like double-entry bookkeeping, what happens when the tech goes wrong?”

Richard echoed this, raising a broader point around wellbeing. “If all that’s left is the complex, high-stakes work, that has a mental health impact. We all need a balance—some of the easier tasks serve a purpose, even if they’re automated.”

Angus Macgregor, drawing on his experience in legal and hospitality sectors, spoke about the training and support gap that often emerges when lower-level tasks are removed. “In call centres, AI stripped out routine enquiries, leaving staff with only the hard cases. It raised expectations but didn’t always come with the right support. That’s a real risk here too.”

A Call for a New Training Model

The consensus was that training models need to evolve for an AI-first world.

“Training in accountancy hasn’t really evolved for years,” Hollie said. “Right now, we teach people how to use the software—but not what it’s actually doing. That has to change.”

Richard made an interesting comparison: “Firms like Bain and McKinsey can take graduates and turn them into high-performing financial analysts without traditional accounting training. Why can’t we do the same?”

Strategy, Structure, and the Role of Leadership

Angus Macgregor emphasized the need for a proper strategic plan—not just around which tech to adopt, but how to roll it out across different career stages, and how to support everyone through that change.

Leadership, he argued, needs to play an active role. “This isn’t optional. This is about long-term viability. The top of the house needs to buy into it—and cascade that commitment down.”

Richard offered a practical perspective: “We’ve started rolling out Copilot Chat across the business—not just to senior managers, but everyone. The idea is to test, learn, and see who’s actually using it. That helps us identify internal champions and drive adoption in a more organic way.”

A Generational Opportunity—If We Let It Happen

The discussion closed on a positive note. There is a real opportunity to empower younger professionals—many of whom are already fluent in AI tools—to contribute in a meaningful way.

But that only happens if firms are willing to listen. “We need to create space for new ideas,” Hollie said. “People moving between firms often bring brilliant approaches with them. Are we set up to hear them?”

Phil wrapped things up by framing it as a mindset shift. “We’re not just automating tasks—we’re redefining what it means to be an accountant. AI is here, yes—but how we implement it, who we empower, and how we bring people on the journey? That’s where the real change lies.”

Final Thoughts

This session was a reminder that technology is only half the story. AI might be reshaping workflows—but the firms that thrive will be those that invest just as heavily in people, culture, and change management.

For Silverfin, that’s what “making AI humanly possible” really means.

Learn more about AI at Silverfin, including the Silverfin Assistant, in customer case studies and product tours.