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2024 EDITIONGLOBAL 100 | TAX | 2024 EDITIONTAXGLOBAL–TALENT CONSULTING

UNDERSTANDING THE MARKETTALENT CONSULTING–In today's dynamic and competitive business landscape, organisations face a myriad of challenges in attracting, retaining, and developing top talent. Wilkinson Partners ‘Talent Consulting’ has emerged as a strategic solution to address these complex workforce needs.TOM WILKINSONManaging Partner

INTRODUCTIONMeet Wilkinson Partners ........................................................................................... 02Foreword ...................................................................................................................................................... 03GLOBALGlobal Overview ......................................................................................................................... 04Global Survey Analysis ................................................................................................ 08REGIONSNorth America Overview ............................................................................................... 14North America Proles .................................................................................................... 24UK Overview ......................................................................................................................................... 26UK Proles ................................................................................................................................................ 36EMEA Overview ............................................................................................................................ 38EMEA Proles ..................................................................................................................................... 48Asia Pacic Overview ...................................................................................................... 50Asia Pacic Proles .............................................................................................................. 60CLOSINGThe Future of Private Capital .............................................................................. 62Navigating New Leadership .................................................................................. 64Our Publications ............................................................................................................................ 66CONTENTS01www.wilkinsonpartners.com

MEET THEPARTNER TEAMWHO WE ARETOM WILKINSONHiring the right leaders can be a daunting task, one that requires a deep understanding of the skills and experience needed to achieve both short and long-term goals. At the same time, it’s crucial to attract, retain, and develop future leaders while managing day-to-day operations. That’s why our clients trust our Partner team for their most important hires. Our expertise and research is what truly sets us apart. We have analysed 1,300 Partner moves and offer unparalleled insight and a global understanding of the Partner market. Our unique data-driven approach, combined with an extensive network, allows us to identify the right Partners for your of ce openings, team moves, and strategic hires, worldwide. We take pride in our ability to deliver results that exceed our clients’ expectations and we help to hire the best leaders to complement teams and advance their businesses. Whether you are a  rm looking to grow or a Partner looking to move, we would love to hear from you.A recruitment partner whose interests are aligned with ours and who genuinely wants to see our fi rm succeed Partner, Big 4  rmWe’re an award-winning executive search  rm that works closely with clients and candidates who want long-term expert support and intelligent advice underpinned by market-leading data. For over a decade, we’ve built our business by pursuing excellence across three market verticals: professional services, alternative investments and portfolio companies. Relationships lie at the heart of everything we do, so we take the time to understand clients’ businesses, teams, culture and aspirations, and candidates’ careers and ambitions for the future. Armed with this knowledge, we shape careers and grow businesses.JAMES CHANNERWILL COLLINSGEORGE R E I LLYFor more information please visit wilkinsonpartners.comEmailinfo@wilkinsonpartners.comTelephone+44 (0) 20 3369 1000VIVIENNE MACHADO02Global 100 Tax 2024

FOREWORDWelcome to the most high-denition snapshot of 2023’s professional tax partner landscape you’ll nd anywhere. Over the last 10 years, in the richest detail, we’ve compiled the most comprehensive record of tax partner moves available today. We’re proud to have assembled this unique information and to have illustrated it in a way that brings the information vividly to life.Allow me to take you through some of the key highlights: the tide has turned on the most favoured destination for Tax Partners, which has shifted from law rms, as Big 4 rms steal the spotlight. We also see a signicant uptick of Partners (24%) moving to Alvarez & Marsal. It’s unusual for us to single out a particular rm’s growth but without a doubt Alvarez & Marsal are serious about entering the frame to compete with the Big 4 and have globally dominated hiring, attracting nearly a quarter of the top 100 partners. This leads me to thank Victoria Price for providing such a captivating interview about her new role as Head of Private Capital at Alvarez & Marsal in the UK. We very much look forward to seeing Victoria achieve great heights as she builds out her practice in the years to come.Furthermore, Helen Cowan deserves recognition for coaching executives in the most effective ways to achieve their potential. Through our relationship with her company The Tall Wall, we helped to demystify the Partner assessment process with our webinar Pathway to Partnership last year. And nally thank you to the team at Wilkinson Partners, who put a tremendous effort into the Global 100 and help to produce such a high-quality report. We hope that you enjoy it! Gabrielle ShakeshaftPartner03www.wilkinsonpartners.com

To produce this report, we have evaluated most lateral Partner moves across the US, UK, EMEA and the Asia Pacic to identify the Top 100 most inuential lateral moves. To qualify, Partners had to be hired into one of the following rm classications:Accounting: Big 4Law: White Shoe, Magic Circle, Global & Mid-Tier UKConsultancy: Specialist Tax FirmsCOMMENTARYInternationally, our study shows that 70% of Partners work in Corporate, traditionally the tax world’s biggest specialism. The gure hit a 75% peak in the previous year, 2022. An equal number, 8%, specialise in Indirect Tax (which was the same in 2022) and Transfer Pricing (which has risen by 5%).The majority of Partners who moved in 2023 did so to Big 4 Firms (51%). The gure for those moving to Law Firms is 23%, signicantly smaller than the 42% recorded in 2022.Compared with 2022’s data, there has been a 5% decrease (to 39%) in the number of Partners who received promotions in their new roles. The gure can uctuate, however, ranging from a high of 45% to a low of 31% since 2019.Globally, 27% of hires were female. This falls midway between the 19% low and the 35% high observed in the past ve years of data. Corporate TaxIndirect TaxTax LitigationTax TechnologyTransfer PricingOther70%8%6%4%8%4%%SPECIALISMMETHODOLOGYGLOBAL OVERVIEW4%OTHER: All 3% or less People Services 2%Private Client 1%Research & Development 1%Other04Global 100 Tax 2024G100 TAX 2024

LOCATION OF HIREUS34%DDOWN 5%UK31%CUP 4%EMEA20%ASIA PACIFIC15%CUP 4%61%39%NoYesMaleFemale73%27%GENDERPROMOTION0% 20% 40% 60% 80% 100%BIG 4CONSULTING FIRMLAW FIRM51%26%23%TYPE OF FIRMDDOWN 3%05w ww.wilkinsonpartners.com

10%20%30%40%50%60%70%Asset ManagementEnergy & NaturalResourcesFinancial ServicesHedge FundsInfrastructureInvestmentManagementLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate3%2%9%1%2%1%47%6%3%20%6%UKUSEMEAAsia PacificGlobalUK US EMEA Asia Pacific GlobalMARKET FOCUS TAXGLOBALLARGE MULTINATIONALS47%MARKET FOCUS (GLOBAL VS REGIONS)GLOBAL OVERVIEWAt 47%, Large Multinationals are the main market focus for Partners – a rise of 5% on 2022’s gure, but consistent with our research in recent years. The highest gure recorded in this category was 52% in 2021. The next most common market focuses are Private Equity (20%) and Financial Services (9%). Appearing for the rst time are Infrastructure (2%) and Hedge Funds (1%). 06Global 100 Tax 2024G100 TAX 2024

0% 20% 40% 60% 80% 100%YESN O54%46%TYPE OF MOVEM&ABig 4Big 4ConsultingConsultingLawLawIndustry5%17%6%29%6%7%21%Big 4 - Law 2%Consulting - Big 4 2%Financial Services - Big 4 1%Private Equity - Big 4 1%Top 10 - Consulting 3%OTHER: All 3% or less Top 10Of the 12 types of move recorded globally, those between Big 4 Firms were the most popular, accounting for 29% of the total. Partners leaving the Big 4 were most likely to move to Consulting Firms (17%). For the rst time, our study recorded moves directly between Consulting Firms. Meanwhile, moves between Law Firms fell 15% from 2022, to a ve-year low of 21%. At 7%, the number of moves from Top 10 Accounting Firms to Big 4 Firms is the highest to date.The majority of Partners who moved in 2023 continued to have an M&A-focused practice. Having said that, their numbers have fallen from 67% to 54% since 2022.07w ww.wilkinsonpartners.com

Direct Approach by the FirmRecruitment AgencyReferral27%64%9%Direct Approach bythe FirmSearch Firm/Recruitment AgencyReferral27%64%9%45%55%NoYesHELD TO CONTRACTUAL NOTICE PERIODACTIVELY SEEKING A NEW ROLE?HOW DID YOUR MOVE OCCUR?METHODOLOGYGLOBAL SURVEY ANALYSIS64%36%NoYesMOTIVATION TO MOVE20%40%60%80%100%Career progression& developmentPromotionIncrease inremunerationImproved firmplatformImproved client baseSetting up/developingpractice areaImproved firm cultureStrategic visionof the LeadershipOverallMaleFemaleMOTIVATION TO MOVEHas an executive coach supported you through the transition into your new role?EXECUTIVE COACH?■Overall■■MaleFemale44% 56%Ye s NoMETHODOLOGYOur survey was sent to the 100 Partners proled in this report. The responses give us a privileged insight into the catalysts and motivations for each move, allowing us to identify and track trends across age, gender, and geography. We offered survey respondents the opportunity to select more than one reason as to why they left their previous rm.08Global 100 Tax 2024G100 TAX 2024

BY AGE31-40 YEARS$600k41-50 YEARS$980k51+YEARS$1.6mBY FIRM TYPEBY EXPERIENCEBig 4, Accounting Firm$839,694Consulting / Advisory Firm$716,199IN EACH LOCATIONUK$919,133US$1,100,333All monetary values shown throughout this publication have been converted into USD. All salary data we have collected is only relevant to those who chose to disclose this information.$0 $500,000 $1,000,000 $1,500,000 $2,000,00011 - 2021 - 3030+$603,827$994,133$1,600,000C=62 M=14 Y=60 K=0 C=94 M=21 Y=25 K=58 C=75 M=10 Y=40 K=1562,14,60,0 94,21,25,58 75,10,40,15COMPENSATIONRANGEHIGHEST$3,623,215AVERAGE MALE$614,335AVERAGE FEMALE$828,000LOWEST$378,061AVERAGE$1,081,679COMPENSATIONBREAKDOWNHighest $1,323,215Average $772,333Lowest $378,061AVERAGE COMPENSATIONAVER AG EINCREASE21%09w ww.wilkinsonpartners.com

YEAR-ON-YEAR GLOBAL ANALYSISGENDERRETENTION RATE80% 60% 40% 20% 0%100% 20%20182019202299%91%97%1%9%3%Attrition No AttritionThe retention rate has been tracked for the rst 12 months post hire.81%19%76%24%73%27%202165%35%2019202266%34%20182023MaleFemaleAn encouraging statistic to emerge from the year-on-year data is the generally high retention rate, which suggests that both rms and Partners are closely aligned in terms of compatibility. This is with the exception of 2019 which we believe to be an anomaly due to the Covid-19 pandemic. If we examine how hires are distributed across the world, we see that the US and UK are on a roughly equal footing again after a huge swing in the US’s favour in 2021. The number of Partners engaged in Corporate Tax affairs, by far the most common specialism, remains extremely high but has fallen back from its 2022 peak. 10Global 100 Tax 2024G100 TAX 2024

MARKET FOCUS10%20%30%40%50%60%Asset ManagementEnergy & NaturalResourcesFinancial ServicesInfrasturcutureInvestmentManagementGovernmentHedge FundsLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate3%2%9%2%1%0%1%47%6%3%20%201820192021202220232018 2019 2021 2022 2023YOY MARKET FOCUS TAX6%USUKASIA PACIFICEMEALOCATION OF HIRE2018 29%201926%202157%202239%202334%2018 29%201928%202115%202227%202331%2018 24%201925%202119%202223%202320%2018 18%201921%20219%202211%202315%11w ww.wilkinsonpartners.com

66 3 6 10 6 1 81 64 7 8 8 1 7 42 67 6 1 5 7 3 975 8 2 6 4 2 3Capital AllowancesCorporate TaxIndirect TaxPeople ServicesPrivate ClientResearch & DevelopmentTax LitigationTax TechnologyTransfer Pricing70 8 2 11 6 4 820182019202120222023%SPECIALISMYEAR-ON-YEAR GLOBAL ANALYSIS12Global 100 Tax 2024G100 TAX 2024

45%55%31%69%36%64%44%56%2018 2019 2021 202239%61%2023NO YES10%20%30%40%Big 4 to Big 4Big 4 to Consulting FirmBig 4 to Law FirmBig 4 to Top 50 Consulting & BoutiqueConsulting Firm to Consulting FirmIndustry to Big 4Law Firm to Big 4Law Firm to Law FirmTop 10 Accounting to Big 4Top 50 Consulting & Boutique to Big 4Top 50 Consulting & Boutique to Law FirmTop 50 Consulting & Boutique to Top 50Consulting & Boutique18597441742382 29331115295107434433113345364291726 652172018 2019 2021 2022 2023■ 2018■ 2019 ■ 2021 ■ 2022■ 2023TYPE OF MOVEPROMOTION13w ww.wilkinsonpartners.com

USOVERVIEW14Global 100 Tax 2023G100 TAX 2024

UK EMEA ASIA PACIFICUS15www.wilkinsonpartners.com

US OVERVIEWCorporateTaxTaxLitigationTaxTechnologyTransferPricingOther70%6%6%9%9%%COMMENTARYSPECIALISM9%OTHER: All 3% or less Indirect Tax 3%People Services 3%Private Client 3%OtherData from the United States shows that Corporate Tax is the dominant specialism at 70%, followed a long way behind by Transfer Pricing. At 9%, the latter has nearly doubled from the 5% recorded in 2022. When it comes to hires, the top four locations are New York and Boston (both at 14%) and Washington D.C. and Houston (both 12%). An interesting fact to emerge from our study is that Consulting Firms (at 41%) are the main destination for Partners in the US. Big 4 Firms are more popular everywhere else. In fact, moves into the Big 4 in the US stand at 24%, well below the levels seen in EMEA (80%), Asia Pacic (67%) and the UK (54%). At the same time, the US has the highest number of Partners joining Law Firms – a total of 35%, compared with 5% in EMEA, 20% in Asia Pacic and 23% in the UK.The 35% of Partners who received a promotion on entering their new role is comparable to the previous year’s 38%.With regard to gender diversity, the US comes third out of the four regions with 26% female Partner hires.16Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSNEW YORK14%CHICAGO6%SAN JOSE3%SAN DIEGO3%WEST PALM BEACH6%MIAMI6%PHOENIX3%NASHVILLE3%MINNEAPOLIS3%CHARLOTTE3%LOS ANGELES3%SAN FRANCISCO3%WASHINGTON12%HOUSTON12%ATLANTA3%DALLAS3%BOSTON14%65%35%NoYesMaleFemale74%26%GENDERPROMOTIONLOCATION OF HIRE0% 20% 40% 60% 80% 100%BIG 4CONSULTING FIRMLAW FIRM24%41%35%TYPE OF FIRM17w ww.wilkinsonpartners.com

10%20%30%40%50%Asset ManagementEnergy & NaturalResourcesLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate6% 6%44%9%6%26%3%MARKET FOCUS USLARGE MULTINATIONALS44%MARKET FOCUSUS OVERVIEWOverall, 44% of Partners are focused on Large Multinationals. At 26% (a gure equal to the UK’s), Private Equity ranks second. The focus on Mid-Market has risen to 9% from 3% the previous year. This is the second year in which this particular market focus has appeared.18Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSOTHER: All 3% or less Consulting - Big 4 3%Industry - Big 4 3%Top 10 - Big 4 3%TYPE OF MOVEBig 4Consulting Consulting LawLawBig 426%35%15%15%Broadly speaking, the most common types of move have remained the same year on year. At 35%, the move recorded most often is between Law Firms, though the gure is down from 43% in 2022. Furthermore, according to the 2023 data, no Partners from Law Firms have transitioned into roles outside of Law Firms. The next most popular move type is from Big 4 to Consulting Firms, which at 26% is akin to the year before. The US records the highest number of moves of this type. A new trend we've seen emerge this year is the propensity of moves between Consulting Firms at 15%. Unlike some years, our study recorded no instances of law rms hiring from non-legal rms in 2023.M&A0% 20% 40% 60% 80% 100%YESN O62%38%19w ww.wilkinsonpartners.com

RETENTION RATE100% 50% 0% 50% 100%2021201820192022100%96%81%96%100%4%19%4%100% 50% 0% 50% 100%201820192021202296%81%100%96%4%19%100%4%Stayed MovedAttrition No AttritionYEAR-ON-YEAR US ANALYSISThe retention rate has been tracked for the rst 12 months post hire.GENDER84%16%77%23%74%26%202169%31%201959%41%2018 2022 2023Male Female84%16%77%23%74%26%202169%31%201959%41%2018 2022 2023Male FemaleThe number of female Partner hires has steadily recovered from a 16% low in 2021 and seems to have settled at around a quarter in the past couple of years. In the same period, the specialisms of People Services, Private Client and Tax Litigation have grown markedly less popular among Partners. Moves between Law Firms still predominate, but not to the extent seen in 2019 when they made up the majority of all moves.20Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS10%20%30%40%50%60%Asset ManagementEnergy & NaturalResourcesFinancial ServicesInvestmentManagementLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate6% 6%0%0%44%9%6%26%3%201820192021202220232018 2019 2021 2022 2023YOY MARKET FOCUS TAXMARKET FOCUS21w ww.wilkinsonpartners.com

2627368767043310431044334141198644564959Capital AllowancesCorporate TaxIndirect TaxPeople ServicesPrivate ClientResearch & DevelopmentTax LitigationTax TechnologyTransfer Pricing20182019202120222023%SPECIALISMYEAR-ON-YEAR US ANALYSIS22Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS10%20%30%40%50%Big 4 to Big 4Big 4 to Consulting FirmBig 4 to Law FirmBig 4 to Top 50 Consulting & BoutiqueConsulting - Big 4Consulting - ConsultingGovernment to Big 4Government to Law FirmIndustry to Big 4Industry to Law FirmIndustry to Top 50 Consulting &BoutiqueLaw Firm to Big 4Law Firm to Law FirmLaw Firm to Top 50 Consulting &BoutiqueTop 10 Accounting to Big 4Top 50 Consulting & Boutique to Big 4Top 50 Consulting & Boutique to Top50 Consulting & Boutique7 74134754411194 423318325112 2422 2 215253 353 34315263153353■ 2018■ 2019■ 2021■ 2022■ 2023PROMOTION201820192021202245%31%36%44%55%69%36%56%41%59%31%69%25%75%38%62%2018 2019 2021 202235%65%2023NO YESTYPE OF MOVE23w ww.wilkinsonpartners.com

US PROFILESPRE V I OUS EMPLOYERSPECIALISM LOCATIONAMANDA BOWKER Alvarez & Marsal MANAGING DIRECTORKPMG Corporate Tax BostonANDREW KREISBERG DLA Piper PARTNERWhite & Case Corporate Tax San DiegoANTHONY GIACALONE Alvarez & Marsal MANAGING DIRECTORHBK CPAs & Consultants Corporate TaxWest Palm BeachBRIAN HAMANO DLA Piper PARTNERWeil, Gotshal & Manges Corporate Tax Los AngelesBRIDGETT MAILLET KPMG PARTNERPwC Corporate Tax BostonCHAD WOODFORK Alvarez & Marsal MANAGING DIRECTORKPMG Indirect Tax HoustonCHRISTINE LANE Crowell & Moring PARTNERHogan Lovells Corporate TaxWashington, D.C.CHRISTOPHER DATINO Alvarez & Marsal MANAGING DIRECTORKPMG Corporate Tax New YorkDAMON YOUSEFY Alvarez & Marsal MANAGING DIRECTORPwC Corporate Tax DallasDANIEL PETERS Alvarez & Marsal MANAGING DIRECTORValentiam Group Transfer Pricing MiamiDAVID FOSTER Kirkland & Ellis PARTNERSkadden, Arps, Slate, Meagher & FlomTax LitigationWashington, D.C.ERIC BEHL-REMIJAN Ropes & Gray PARTNERWeil, Gotshal & Manges Corporate Tax New YorkERIC MUSSLER Alvarez & Marsal MANAGING DIRECTORBarnwell Consulting Corporate Tax CharlotteGLENN TALBOY Deloitte PARTNERPwC Corporate Tax PhoenixJEFFREY DAVIS White & Case PARTNERMayer Brown Corporate TaxWashington, D.C.JINA KIM EY PARTNERKPMG Corporate Tax BostonKEVIN LEWIS Alvarez & Marsal MANAGING DIRECTORKPMG Corporate Tax Boston24Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPRE V I OUS EMPLOYERSPECIALISM LOCATIONKIMBERLY DEEB PwC PARTNEREY Tax Technology ChicagoKRISTY TON Alvarez & Marsal MANAGING DIRECTOREY Corporate Tax HoustonMATTHEW DE FELICE Alvarez & Marsal MANAGING DIRECTORValentiam Group Transfer Pricing New YorkMATTHEW ROCHE Alvarez & Marsal MANAGING DIRECTORPwC Tax Technology ChicagoMATTHEW SCHNALL Morgan, Lewis & Bockius PARTNERWilmerHale Corporate Tax BostonMICHAEL KOHNER Alvarez & Marsal MANAGING DIRECTORHBK CPAs & Consultants Private ClientWest Palm BeachMICHAEL LEBOVITZ Eversheds Sutherland PARTNERMayer Brown Corporate Tax San FranciscoMITCHELL TIRAS King & Spalding PARTNERLocke Lord Corporate Tax HoustonRUDY NEWELL KPMG PARTNER Castlelake Corporate Tax MinneapolisSAM KAMYANS Kirkland & Ellis PARTNERAllen & Overy Corporate TaxWashington, D.C.SAMUEL CRANMER EY PARTNERVialto Partners People Services San JoseSCOTT MORESCO Alvarez & Marsal MANAGING DIRECTORKPMG Corporate Tax NashvilleSHAUN LOCKHART Alvarez & Marsal MANAGING DIRECTOREY Corporate Tax AtlantaSHAWN O'BRIEN McDermott Will & Emery PARTNERMayer Brown Tax Litigation HoustonSHOICHI MURAI PwC PARTNEREY Transfer Pricing New YorkSUMMER LEPREE Winston & Strawn PARTNERBaker McKenzie Corporate Tax MiamiTHERESA URBAND EY PARTNERRSM Corporate Tax New York25w ww.wilkinsonpartners.com

UKOVERVIEW26Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS27w ww.wilkinsonpartners.com

UK OVERVIEWCorporate TaxIndirect TaxTax LitigationOther68%10%10%12%%COMMENTARYSPECIALISM12%OTHER: All 3% or less People Services 3Research & Development 3Tax Technology 3Transfer Pricing 3OtherThe results of our study in the UK show that the top three specialisms for Partners are Corporate Tax mirroring the global trend at 68%, Indirect Tax and Tax Litigations, both at 10%.Outside London, regional hires amount to 22%, the largest proportion recorded so far.Most hires (55%) have been by Big 4 Firms, again reecting the global trend. But compared to the 48% documented in 2022, far fewer Partners are moving to Law Firms (23%). Equally as many (23%) have been hired into Consulting Firms – an increase of 16% on the previous year.Unsurprisingly, given that it has consistently been a global leader in this regard, the UK has the most promotions into partnership (48%).At 19%, female Partner hires are at their lowest ebb of the past ve years, falling below the 20% recorded in 2021.28Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSLEEDS6%BIRMINGHAM3%MANCHESTER10%LONDON78%RE ADING3%LOCATION OF HIRE48%52%YesNoMaleFemale81%19%GENDERPROMOTION0% 20% 40% 60% 80% 100%BIG 4CONSULTING FIRMLAW FIRM54%23%23%TYPE OF FIRM29w ww.wilkinsonpartners.com

5%10%15%20%25%30%Asset ManagementFinancial ServicesInfrastructureInvestmentManagementLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate3%10%3% 3%29%10%3%26%13%MARKET FOCUS UKLARGE MULTINATIONALS29 %The market focus seen most often among Partners in the UK is Large Multinationals at 29%, closely followed by Private Equity at 26%. However, the latter gure was 30% higher in 2022. The 13% of Partners with a Real Estate focus is the highest sum recorded to date in that discipline.MARKET FOCUSUK OVERVIEW30Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSM&AThe most prevalent moves are between the Big 4 (at 36%) and between Law Firms (23%). In the previous year, the gure for Law Firm to Law Firm moves was 44%. However, this has fallen steeply, just as it has in the US. As of 2023, moves between Law Firms are close to the 25% witnessed in 2021. Big 4 to Consulting Firm moves, which were rst documented in 2022, have almost doubled, from 7% to 13%. Additionally, we have recorded Partners moving from Top 10 Accounting Firms into Consulting Firms (6%) for the rst time, as well as between Consulting Firms (3%).TYPE OF MOVEBig 4Big 4IndustryConsultingTop 1010%36%LawLaw23%13%6%6%0% 20% 40% 60% 80% 100%YESN O45%55%OTHER: All 3% or less Consulting - Consulting 3%Law - Big 4 3%31w ww.wilkinsonpartners.com

YEAR-ON-YEAR UK ANALYSISRETENTION RATE100% 50% 0% 50% 100%2021201820192022100%100%89%100%100%0%11%0%Stayed MovedAttrition No AttritionThe retention rate has been tracked for the rst 12 months post hire.GENDER80%20%63%37%81%19%202157%43%201972%28%2018 2022 2023Male Female80%20%63%37%81%19%202157%43%201972%28%2018 2022 2023Male Female81%19%76%24%73%27%202165%35%2019202266%34%20182023MaleFemaleAlong with Asia Pacic, UK rms had a 100% retention rate in 2022, indicating wise moves on the part of both the hiring rm and Partners. The number of female Partners hired has uctuated across the ve most recent years for which we have data, with gender balance looking less healthy than usual in 2023. An intense sector focus on Private Equity has faded to some degree, to the point where it has been superseded by Partners working with Large Multinationals. And after statistics in 2022 reported that promotions into partnership easily exceed non-promotions, the split is now closer to half and half.32Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS10%20%30%40%50%60%Asset ManagementEnergy & NaturalResourcesFinancial ServicesInfrastructureInvestmentManagementGovernmentLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate3%0%10%3% 3%0%29%10%3%26%13%201820192021202220232018 2019 2021 2022 2023YOY MARKET FOCUS TAXMARKET FOCUS33w ww.wilkinsonpartners.com

YEAR-ON-YEAR UK ANALYSIS73757381687710374314141343747410 333Corporate TaxIndirect TaxPeople ServicesPrivate ClientResearch & DevelopmentTax LitigationTax TechnologyTransfer Pricing20182019202120222023%SPECIALISM34Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPROMOTION201820192021202245%31%36%44%55%69%36%56%45%55%46%54%40%60%59%41%2018 2019 2021 202248%52%2023NO YESTYPE OF MOVE10%20%30%40%50%Big 4 to Big 4Big 4 to Consulting FirmBig 4 to Law FirmBig 4 to Top 50 Consulting & BoutiqueConsulting - ConsultingIndustry to Big 4Industry to Law FirmIndustry to Top 50 Consulting & BoutiqueLaw Firm to Big 4Law Firm to Law FirmLaw Firm to Top 50 Consulting &BoutiqueTop 10 Accounting to Big 4Top 10 - ConsultingTop 50 Consulting & Boutique to Big 4Top 50 Consulting & Boutique to LawFirmTop 50 Consulting & Boutique to Top50 Consulting & Boutique103223493 37104 4 45017476 613619256 613307 74 444436133103236 6■ 2018■ 2019■ 2021■ 2022■ 202335w ww.wilkinsonpartners.com

UK PROFILESPRE V I OUS EMPLOYERSPECIALISM LOCATIONANDREW WATFORD KPMG PARTNERDeloitte Corporate Tax LeedsANDY BROWN Kennedys PARTNERBird & Bird Tax Litigation LondonANDY MURRAY Alvarez & Marsal MANAGING DIRECTORKroll Corporate Tax LondonCHRIS ROGERS KPMG PARTNERDeloitte Tax Technology LondonCIAN O'CONNOR Paul, Weiss, Rifkind, Wharton & Garrison PARTNERKirkland & Ellis Corporate Tax LondonELI HILLMAN KPMG PARTNERGrant Thornton Corporate Tax LondonELIZABETH ARMSTRONG EY PARTNERRoyal London Corporate Tax ManchesterELLIOTT MORLEY EY PARTNERPwC Corporate Tax LondonGABRIEL ILIUTA EY PARTNERDeloitte Corporate Tax LondonGAVIN KAN KPMG PARTNERM&G Investments Corporate Tax LondonHOWARD VEARES EY PARTNERBDO Corporate Tax LondonIAIN MCCLUSKEY KPMG PARTNERPwC People Services LondonIMRAN KHAN Alvarez & Marsal MANAGING DIRECTORGrant Thornton Transfer Pricing ManchesterJENNIFER HALL PwC PARTNEREY Corporate Tax LondonJESSICA KEMP White & Case PARTNERTravers Smith Corporate Tax LondonKATHIE HAUNTON Alvarez & Marsal MANAGING DIRECTORDeloitte Research & Development Manchester36Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPRE V I OUS EMPLOYERSPECIALISM LOCATIONLEE ELLIS KPMG PARTNERStewarts Law Tax Litigation LeedsLEE WATERSON Deloitte PARTNERPwC Corporate Tax ReadingMARK MCKAY Alvarez & Marsal MANAGING DIRECTORPwC Indirect Tax LondonMATTHEW POOLE Gowling WLG PARTNERBryan Cave Leighton Paisner Corporate Tax LondonMEGHA MENON KPMG PARTNEREY Corporate Tax LondonMICHAEL WARD Paul Hastings PARTNERShearman & Sterling Corporate Tax LondonNAZ KLENDJIAN PwC PARTNERKPMG Corporate Tax LondonNURENA TARAFDER FTI Consulting MANAGING DIRECTORKPMG Indirect Tax LondonPAUL DENNIS Deloitte PARTNEREY Tax Litigation BirminghamPAUL SHAW Gowling WLG PARTNERBryan Cave Leighton Paisner Corporate Tax LondonPRASAM PATEL Alvarez & Marsal MANAGING DIRECTORMazars Corporate Tax LondonRHYS OWEN Alvarez & Marsal MANAGING DIRECTOREY Corporate Tax LondonSIMON KNIGHTBRIDGE KPMG PARTNERPzer Indirect Tax LondonSTUART MACPHERSON Deloitte PARTNERPwC Corporate Tax LondonTIMOTHY LOWE Paul, Weiss, Rifkind, Wharton & Garrison PARTNERKirkland & Ellis Corporate Tax London37w ww.wilkinsonpartners.com

EMEAOVERVIEW38Global 100 Tax 2023G100 TAX 2024

UK EMEA ASIA PACIFICUS39www.wilkinsonpartners.com

EMEA OVERVIEWCorporate TaxIndirect TaxTax TechnologyTransfer Pricing65%20%5%10%%SPECIALISMCOMMENTARYIn line with the global trend, most Partners in Europe, the Middle East and Africa – 65% in all – specialise in Corporate Tax. Nevertheless, it is interesting to note that this is the region where most Partners (20%) specialise in Indirect Tax. The top three locations of hire were Germany (30%), the UAE (25%) and Switzerland (15%). It is also interesting to see that hires in Switzerland did not feature in 2022.At 80%, Partners’ moves into Big 4 Firms were the most numerous of any region. Contrast that with the 5% who moved to Law Firms in 2023 – one-sixth of the previous year’s gure. In the same period, moves into Consulting Firms have increased almost by a factor of four, from 4% to 15%.40Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS0% 20% 40% 60% 80% 100%BIG 4CONSULTING FIRMLAW FIRM80%15%5%TYPE OF FIRMDUBAIPARISMUNICHMILANBARCELONACOPENHAGENDÜSSELDORFGENEVAK ATOWICESTUTTGARTZURICHBASELBERLINRIYADHFRANKFURTABUDHABILOCATION OF HIRE70%30%NoYesMaleFemale70%30%GENDERPROMOTIONDENMARK 5%FRANCE 5%GERMANY 30%I TA LY 5%POLAND 5%SAUDI ARABIA 5%SPAIN 5%SWITZERLAND 15% UAE 25%DUBAIPARISMUNICHMILANBARCELONACOPENHAGENDÜSSELDORFGENEVAKATOWICESTUTTGARTZURICHBASELBERLINRIYADHFRANKFURTABUDHABI41w ww.wilkinsonpartners.com

10%20%30%40%50%60%70%Financial ServicesHedge FundsLargeMultinationalsPrivate EquityReal Estate15%5%65%10%5%MARKET FOCUS EMEALARGE MULTINATIONALS65%Our research shows that 65% of Partners provide support to Large Multinationals, in parallel with the global trend. This is its highest proportion in the past ve years, well above the previous peaks of 53% seen in 2018 and 2021. Financial Services (15%) and Private Equity (10%) are still priorities in the region, but the latter has fallen to its lowest point in the past ve years. In 2021, it stood at 26%. The data also show Partners focusing on Hedge Funds for the rst time, albeit at a relatively low 5%.MARKET FOCUSEMEA OVERVIEW42Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSDespite dropping 8% in a year, Big 4 to Big 4 remains the most popular type of move in the EMEA region at 40%. However, moves between Law Firms saw a much more dramatic drop, from 26% to 5% in the same period. An interesting aspect of the study is that, uniquely for this region, 20% of moves were from Law Firms into the Big 4 which has doubled since our 2022 data. The 5% of moves from Private Equity into the Big 4 were likewise seen only in EMEA.TYPE OF MOVEBig 4Big 4Consulting15%5%40%LawLaw5%M&A0% 20% 40% 60% 80% 100%YESN O50%50%Private EquityTop 105%10%20%43w ww.wilkinsonpartners.com

YEAR-ON-YEAR EMEA ANALYSISRETENTION RATE100% 50% 0% 50% 100%2021201820192022100%100%96%95%100%0%4%5%Stayed MovedAttrition No AttritionThe retention rate has been tracked for the rst 12 months post hire.GENDER79%21%91%9%70%30%202180%20%201975%25%2018 2022 2023Male Female79%21%91%9%70%30%202180%20%201975%25%2018 2022 2023Male FemaleWhile Corporate Tax remains the specialism of nearly two-thirds of Partners, Indirect Tax is an increasingly important component of the tax sector, and Tax Technology is a newly recorded specialism in the region in 2023. Promotions in EMEA peaked at 47% in 2021, and have been in decline since then, but have returned to similar levels of 2018. Gender balance, on the other hand, is looking more positive than it has done in years and is at the highest level when looking back over the last 5 reports. 44Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS10%20%30%40%50%60%70%Energy & NaturalResourcesFinancial ServicesHedge FundsLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate0%15%5%65%0%0%10%5%201820192021202220232018 2019 2021 2022 2023YOY MARKET FOCUS TAXMARKET FOCUS45w ww.wilkinsonpartners.com

YEAR-ON-YEAR EMEA ANALYSIS56760647065816513204165459521816410Capital AllowancesCorporate TaxIndirect TaxPeople ServicesPrivate ClientTax TechnologyTransfer Pricing20182019202120222023%SPECIALISM46Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPROMOTION201820192021202245%31%36%44%55%69%36%56%33%67%24%76%47%53%43%57%2018 2019 2021 202230%70%2023NO YESTYPE OF MOVE10%20%30%40%Big 4 to Big 4Big 4 to Consulting FirmBig 4 to Law FirmBig 4 to Top 50 Consulting & BoutiqueConsulting - Big 4Government to Big 4Industry to Big 4Law Firm to Big 4Law Firm to Law FirmPrivate Equity to Big 4Top 10 Accounting to Big 4Top 50 Consulting & Boutique to Big 4Top 50 Consulting & Boutiqueto Law Firm308468 84084 440432516 16265484 4926940155205 510■ 2018■ 2019■ 2021■ 2022■ 202347w ww.wilkinsonpartners.com

EMEA PROFILESPRE V I OUS EMPLOYERSPECIALISM LOCATIONANA ROYUELA EY PARTNERBaker McKenzie Corporate Tax BarcelonaBORIS BERGEMANN EY PARTNERNuveen Corporate Tax FrankfurtCLEMENS PETERSEN Alvarez & Marsal MANAGING DIRECTORDeloitte Corporate Tax MunichDANIEL SCHMIDT PwC PARTNEREY Corporate Tax BaselDR BASTIAN LIEGMANN KPMG PARTNERFlick Gocke Schaumburg Indirect Tax BerlinELFIE OSSARD-QUINTAINE EY PARTNERKPMG Transfer Pricing ParisLAÏLA ROCHAT EY PARTNEROberson Ables Corporate Tax GenevaLUKASZ MICHNIK Deloitte PARTNEREY Corporate Tax KatowiceMARC ROTH-LEBEAU EY PARTNERBaker Tilly Corporate Tax FrankfurtNILESH ASHAR FTI Consulting SENIOR MANAGING DIRECTORKPMG Corporate Tax DubaiPETER DYLEWSKI EY PARTNERDeloitte Indirect Tax Riyadh48Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPRE V I OUS EMPLOYERSPECIALISM LOCATIONPIETER SCHOOREL Deloitte PARTNERKPMG Corporate Tax Abu DhabiRACHEL FOX Clyde & Co PARTNERWilliam Fry Corporate Tax DubaiROLAND REDING PwC PARTNERPwC Indirect Tax ZurichSHANE PHILIP-NIELSEN Deloitte PARTNEREY Indirect Tax CopenhagenSOPHIA WEBER PwC PARTNERGrant Thornton Tax Technology DüsseldorfSTEFANO GRILLI Deloitte PARTNERWithersworldwide Corporate Tax MilanSTEVEN CAWDRON PwC PARTNEREY Transfer Pricing DubaiTHOMAS REIBER Deloitte PARTNEREY Corporate Tax StuttgartVISHAL SHARMA Alvarez & Marsal MANAGING DIRECTORDeloitte Corporate Tax Dubai49w ww.wilkinsonpartners.com

ASIA PACIFICOVERVIEW50Global 100 Tax 2023G100 TAX 2024

UK EMEA ASIA PACIFICUS51www.wilkinsonpartners.com

Once again Asia Pacic has the narrowest range of specialisms, limited to just three in 2023. At 80%, Corporate Tax is an even more dominant force than usual, rising 16% from the previous year. Back in 2021, it comprised a more modest 45%. The remaining two specialisms – Transfer Pricing (13%) and Tax Litigation (7%) – differ from the focuses in 2022, when Partners with interests in Indirect Tax and Private Client work each accounted for 18% of the total. Carrying on a trend seen in previous years, the largest number of moves in Asia Pacic occurred in Australia, at 46%. Following behind, Singapore and Hong Kong achieved 13% each in 2023.It will come as no surprise that most Partners (67%) in the region joined Big 4 rms in this period. An unusually large number, 13%, joined Consulting Firms, following a year in which our data showed no such moves.At 40%, the proportion of Partners promoted in 2023 is second only to the 48% recorded in the UK. For Asia Pacic, this is a notable change from 2022, when the share was a more modest 27%. The gure has uctuated strongly in the past ve years, from a high of 67% to a low of 19% which is the biggest swing we see across all regions in a 12 month period.Typically the region acquits itself well in terms of gender balance. With female hires reaching 40%, 2023 was no exception, though it’s slightly less impressive than the 44% and 48% seen in 2018 and 2019, respectively.ASIA PACIFIC OVERVIEWCorporate TaxTax LitigationTransfer Pricing80%7%13%%COMMENTARYSPECIALISM52Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSSINGAPOREMELBOURNESYDNEYHONG KONGTOK YOSEOULJAKARTABEIJINGAUSTRALIA46%HONG KONG13%SOUTH KOREA7%CHINA7%SINGAPORE13%INDONESIA7%JAPAN7%60%40%NoYesMaleFemale60%40%GENDERPROMOTIONLOCATION OF HIRE0% 20% 40% 60% 80% 100%BIG 4CONSULTING FIRMLAW FIRM67%13%20%TYPE OF FIRM53w ww.wilkinsonpartners.com

10%20%30%40%50%60%70%Financial ServicesInfrastructureLargeMultinationalsPrivate Equity20%7%66%7%MARKET FOCUS ASIA PACLARGE MULTINATIONALS66%MARKET FOCUSASIA PACIFIC OVERVIEWIn common with all regions, most Partners in Asia Pacic focus on serving Large Multinationals. They comprise 66% of the total, a gure 20% higher than our 2022 data. The region has the highest concentration of Partners with a Financial Services focus, at 20%, while those concerned with Private Equity make up another 7% – a steep decline from 27% the year before. Unusually for Asia Pacic, no one with a focus on People, HNWI & Family Ofces appears in the most recent data set.54Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSTYPE OF MOVEM&A0% 20% 40% 60% 80% 100%YESN O60%40%Consulting7%Big 4Top 10Big 413%33%13%7%LawLaw7%13%Industry7%FinancialServicesThe most common move in Asia Pacic is between Big 4 rms, which mirrors the UK and EMEA. However, the 33% share in 2023 is considerably less than the previous year’s 55%. Moves between Law Firms make up 7% of the total – only in EMEA is the gure for this move smaller. Asia Pacic is the only region to record moves from the Big 4 to Law Firms, accounting for 13% of the total. In a change from 2022, no moves occurred in the opposite direction. Altogether, Big 4 Firms suffered 20% attrition from Consulting Firms and Law Firms. Even so, they gained from Industry (13%), Top 10 Accounting Firms (13%) and Financial Services (7%).55w ww.wilkinsonpartners.com

YEAR-ON-YEAR ASIA PACIFIC ANALYSISRETENTION RATE100% 50% 0% 50% 100%2021201820192022100%100%100%100%100%0%0%0%Stayed MovedAttrition No AttritionThe retention rate has been tracked for the rst 12 months post hire.GENDER67%33%73%27%60%40%202152%48%201956%44%2018 2022 2023Male Female67%33%73%27%60%40%202152%48%201956%44%2018 2022 2023Male FemaleThe data for 2022 and 2023 shows a narrow range of specialisms for Partners in Asia Pacic, amounting to three per year. The only constant is that Corporate Tax is prevalent on each occasion, particularly in 2023. When it comes to gender balance, we see female Partners back in the 40%-plus bracket after two years’ less favourable data. In our ve most recent reports, other regions have achieved high gures such as these sporadically, but by no means consistently.56Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUS10%20%30%40%50%60%70%Asset ManagementEnergy & NaturalResourcesFinancial ServicesInfrastructureLargeMultinationalsMid-MarketPeople, HNWI &Family OfficesPrivate EquityReal Estate0%0%20%7%66%0%0%7%0%201820192021202220232018 2019 2021 2022 2023YOY MARKET FOCUS TAXMARKET FOCUS57w ww.wilkinsonpartners.com

4624845648061422186415131813117111141113Capital AllowancesCorporate TaxIndirect TaxPeople ServicesPrivate ClientTax LitigationTax TechnologyTransfer Pricing20182019202120222023%YEAR-ON-YEAR ASIA PACIFIC ANALYSISSPECIALISM58Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPROMOTION201820192021202245%31%36%44%55%69%36%56%67%33%19%81%56%44%27%73%2018 2019 2021 202240%60%2023NO YESTYPE OF MOVE10%20%30%40%50%60%Big 4 to Big 4Big 4 to Consulting FirmBig 4 to Law FirmBig 4 to Top 50 Consulting & BoutiqueFamily Office to Big 4Financial Services - Big 4Government to Big 4Government to Law FirmGovernment to Top 50 Consulting & BoutiqueIndustry to Big 4Industry to Top 50 Consulting & BoutiqueLaw Firm to Big 4Law Firm to Law FirmTop 10 Accounting to Big 4Top 10 - ConsultingTop 50 Consulting & Boutique to Big 4Top 50 Consulting & Boutique toTop 50 Consulting & Boutique34166166 616345 5 59 9514 144511 11 11 11 11559 9 9 9 9337137137137■ 2018■ 2019■ 2021■ 2022■ 202359w ww.wilkinsonpartners.com

ASIA PACIFIC PROFILESPRE V I OUS EMPLOYERSPECIALISM LOCATIONAARON KHOURY Deloitte PARTNEREY Corporate Tax MelbourneALICE LIU Deloitte PARTNEREY Corporate Tax Hong KongBARBARA VOSKAMP DLA Piper PARTNERLoyens & Loeff Corporate Tax SingaporeBEVAN GRACE KPMG PARTNERAustralianSuper Corporate Tax MelbourneCOLIN LITTLE Ashurst PARTNERDeloitte Tax Litigation SydneyFELIX LEE Alvarez & Marsal MANAGING DIRECTOREY Corporate Tax BeijingHERMANTO SUPARMAN Deloitte PARTNERGrant Thornton Corporate Tax JakartaJAMES PETTIGREW Herbert Smith Freehills PARTNERDeloitte Corporate Tax Sydney60Global 100 Tax 2024G100 TAX 2024

UK EMEA ASIA PACIFICUSPRE V I OUS EMPLOYERSPECIALISM LOCATIONJEEHEE LEE EY PARTNERNovartis Corporate Tax SeoulLORENA SOSA PwC PARTNERGrant Thornton Transfer Pricing SydneyMATTHEW GOULD Deloitte PARTNEREY Corporate Tax MelbourneMATTHEW HOWARD EY PARTNERCredit Suisse Corporate Tax MelbourneRIEKO UEDA EY PARTNERDeloitte Transfer Pricing TokyoSHANTINI RAMACHANDRA Alvarez & Marsal MANAGING DIRECTORDeloitte Corporate Tax SingaporeTERENCE TIAN KPMG PARTNERPwC Corporate Tax Hong Kong61w ww.wilkinsonpartners.com

Alvarez & Marsal (A&M) has made signi cant additions to its business in the past year. In bolstering its global tax practice, it introduced new tax groups in Australia, Dubai, Germany, Switzerland and Canada. In the course of this expansion, over 50 lateral tax partners have been recruited from rival  rms.Notably, one of these tax partners – the UK team’s Victoria Price – is spearheading a transformative approach to supporting clients. Speaking to Wilkinson Partners, she explained what entrepreneurs, high-net-worth individuals, family of ces and their companies can expect. So far, she says, her career has been “a blast! I began as a trainee in Tollit & Stockton, a small accountancy fi rm, and worked closely with the types of small businesses that make up such a large part of the UK economy.” These ranged from a budding property tycoon to a farmer who’d bring her plastic bags of invoices for animal feed. “It was a solid grounding in how businesses operate and how to work with their owners directly,” she adds.Having quali ed as an accountant in a mid-tier  rm, Victoria joined EY to pursue a more specialist career as a tax advisor. “I was keen to get my second qualifi cation and I enjoyed the intellectual challenge of tax in particular. It was a steep learning curve!” she says.“I went from looking after SMEs to working on huge global accounts overnight, and whilst I enjoyed gaining new skills, I felt very detached from the businesses I was serving.”THE FUTURE OF P R IVATE CAP ITALFROM VISION TO REALITY:INTERVIEW WITH VICTORIA PRICE, HEAD OF PRIVATE CAPITAL AT ALVAREZ AND MARSALDuring turbulent times, private capital has become an integral part of the wider UK economy. In 2023, it contributed more than £135bn to the nation’s GDP, fuelling its growth and competitiveness in global markets.Around 2010, while she was considering her options about a move, EY’s then head of tax spoke to her about building a tax business for entrepreneurs in Manchester. “As a fi rm, we’d really focused on looking after our large corporate and inbound clients during the recession. There was an obvious opportunity to grow back into the mid-market space.“I jumped at the chance as it brought me back to working with the type of clients I love – dynamic, innovative and frictionless.”The rest, as they say, is history. “Following the success of the Manchester team, I was asked to lead the UK&I team and ultimately the EMEIA team. The experiences taught me a huge amount, not just about working with clients, but also about how to operate a business, how to build high-performing teams and ultimately how to grow a business.”More recently, when A&M managing director Marvin Rust presented her with the opportunity to lead its private capital team, the  rst thing that struck Victoria “was the ambition of the place. It reminded me of the energy and drive that I see from my clients, which really excited me.”Her mandate “is to build a team that provides a bespoke service to our high-net-worth clients to serve them and their businesses, whether they are owned directly, through private equity funds, trusts or family offi ces. “We will seamlessly support them across their interests and built trusted relationships within privately backed companies.”“It could be international expansion, it could be passing the business on to the next generation or it could be changing the operating model. Our job is to understand the priorities and pick up on the tax areas that are in play and give clients advice in a way that is commercial and adds value.”Aims and objectivesOne month into the job, Victoria says her original instinct about A&M being very entrepreneurial “was spot on. The  rm is very unbureaucratic. Decisions are made quickly and there is quite an infectious energy about the place. The  rm has grown really quickly, so I wasn’t really sure what to expect in terms of the culture.“My fi rst day was spent in the US at a global conference – it’s really noticeable how much teams get together here in person – and I was bowled over by the welcome that I got. I can say that without exception, every person made an effort to say hello. “The welcome has continued since I landed in the UK to do the day job. The teams are really collaborative and want to work together. So far, it’s been fun and I’m looking forward to building a team of people that have the same values.”In the next three years, she plans to have “a blended team of personal and corporate tax advisors across the UK who are entirely focused on working with high-net-worths, shareholders, trusts, family offi ces and private equity along with their companies. It’s really simple, but in order to achieve that, we need great people who understand the true importance of relationships in this space.”During that time, she wants her team to make a name for themselves in this part of the market “by offering nimble and commercial services that are fi t for purpose in the private space”.Spotting potentialHer proudest achievement to date, she says, was building a diverse team at EY with a true regional presence. “I am so proud of some of the talent that we developed within the business and seeing the great things that they have achieved gives me my biggest sense of achievement. I love spotting potential in people and thinking, ‘You are going to go on to do great things and you don’t even know it!’”Getting her team to buy into her vision is another source of pride. “The truth is that private capital isn’t always a priority at Big4 and it was a huge personal achievement to build and lead a team that was successful in the space. I was supported by a number of fantastic partners on that journey and it taught me the power of high-performing teams.”So, what does private capital mean to Victoria? “I always laugh when I answer this question because being an advisor in the private capital space is fun and demanding in equal measures,” she says. There’s a difference, however, between working with the tax team of a huge international business (“like you, they are often many steps removed from the decision-making”) and working in the private capital space, be it with an entrepreneur, a fund or a portfolio company. “You feel much more in the trenches with them,” she says. The main challenges in 2024 are clients’ funding, even with interest rates set to fall, and managing in ation across their workforce and supply chain. “This is leading to a lot of discussion about capital structures, supply chains and how to incentivise staff,” says Victoria. “I like to say that we help clients solve their problems. If we understand what’s on the agenda in the boardroom, the tax matters will naturally drop out.”When addressing the needs of clients as an advisor, she says she likes to talk about tax as little as possible. “When we are at our best, we are in the business of helping our clients  nd solutions. Clients can expect to see us take a real interest in their businesses and the things that are important strategically to them. Tollit & StocktonTrainee Accountant: 2000 – 2003Firm – Bennett Brooks and Company LtdAccountant: 2003 – 2006Firm – EYCorporate Tax Manager: 2006 – 2012Senior Manager: 2012 – 2013Director: 2013 – 2015UK Private Client Service Leader, Tax Partner: 2015 – 2024Head of Private Tax for EMEIA: 2022 – 2024Firm – Alvarez & MarsalPrivate Capital Leader, UK: 2024 – PresentVICTORIA PRICECareer Highlights 62Global 100 Tax 2024G100 TAX 2024

Alvarez & Marsal (A&M) has made signi cant additions to its business in the past year. In bolstering its global tax practice, it introduced new tax groups in Australia, Dubai, Germany, Switzerland and Canada. In the course of this expansion, over 50 lateral tax partners have been recruited from rival  rms.Notably, one of these tax partners – the UK team’s Victoria Price – is spearheading a transformative approach to supporting clients. Speaking to Wilkinson Partners, she explained what entrepreneurs, high-net-worth individuals, family of ces and their companies can expect. So far, she says, her career has been “a blast! I began as a trainee in Tollit & Stockton, a small accountancy fi rm, and worked closely with the types of small businesses that make up such a large part of the UK economy.” These ranged from a budding property tycoon to a farmer who’d bring her plastic bags of invoices for animal feed. “It was a solid grounding in how businesses operate and how to work with their owners directly,” she adds.Having quali ed as an accountant in a mid-tier  rm, Victoria joined EY to pursue a more specialist career as a tax advisor. “I was keen to get my second qualifi cation and I enjoyed the intellectual challenge of tax in particular. It was a steep learning curve!” she says.“I went from looking after SMEs to working on huge global accounts overnight, and whilst I enjoyed gaining new skills, I felt very detached from the businesses I was serving.”THE FUTURE OF P R IVATE CAP ITALFROM VISION TO REALITY:INTERVIEW WITH VICTORIA PRICE, HEAD OF PRIVATE CAPITAL AT ALVAREZ AND MARSALDuring turbulent times, private capital has become an integral part of the wider UK economy. In 2023, it contributed more than £135bn to the nation’s GDP, fuelling its growth and competitiveness in global markets.Around 2010, while she was considering her options about a move, EY’s then head of tax spoke to her about building a tax business for entrepreneurs in Manchester. “As a fi rm, we’d really focused on looking after our large corporate and inbound clients during the recession. There was an obvious opportunity to grow back into the mid-market space.“I jumped at the chance as it brought me back to working with the type of clients I love – dynamic, innovative and frictionless.”The rest, as they say, is history. “Following the success of the Manchester team, I was asked to lead the UK&I team and ultimately the EMEIA team. The experiences taught me a huge amount, not just about working with clients, but also about how to operate a business, how to build high-performing teams and ultimately how to grow a business.”More recently, when A&M managing director Marvin Rust presented her with the opportunity to lead its private capital team, the  rst thing that struck Victoria “was the ambition of the place. It reminded me of the energy and drive that I see from my clients, which really excited me.”Her mandate “is to build a team that provides a bespoke service to our high-net-worth clients to serve them and their businesses, whether they are owned directly, through private equity funds, trusts or family offi ces. “We will seamlessly support them across their interests and built trusted relationships within privately backed companies.”“It could be international expansion, it could be passing the business on to the next generation or it could be changing the operating model. Our job is to understand the priorities and pick up on the tax areas that are in play and give clients advice in a way that is commercial and adds value.”Aims and objectivesOne month into the job, Victoria says her original instinct about A&M being very entrepreneurial “was spot on. The  rm is very unbureaucratic. Decisions are made quickly and there is quite an infectious energy about the place. The  rm has grown really quickly, so I wasn’t really sure what to expect in terms of the culture.“My fi rst day was spent in the US at a global conference – it’s really noticeable how much teams get together here in person – and I was bowled over by the welcome that I got. I can say that without exception, every person made an effort to say hello. “The welcome has continued since I landed in the UK to do the day job. The teams are really collaborative and want to work together. So far, it’s been fun and I’m looking forward to building a team of people that have the same values.”In the next three years, she plans to have “a blended team of personal and corporate tax advisors across the UK who are entirely focused on working with high-net-worths, shareholders, trusts, family offi ces and private equity along with their companies. It’s really simple, but in order to achieve that, we need great people who understand the true importance of relationships in this space.”During that time, she wants her team to make a name for themselves in this part of the market “by offering nimble and commercial services that are fi t for purpose in the private space”.Spotting potentialHer proudest achievement to date, she says, was building a diverse team at EY with a true regional presence. “I am so proud of some of the talent that we developed within the business and seeing the great things that they have achieved gives me my biggest sense of achievement. I love spotting potential in people and thinking, ‘You are going to go on to do great things and you don’t even know it!’”Getting her team to buy into her vision is another source of pride. “The truth is that private capital isn’t always a priority at Big4 and it was a huge personal achievement to build and lead a team that was successful in the space. I was supported by a number of fantastic partners on that journey and it taught me the power of high-performing teams.”So, what does private capital mean to Victoria? “I always laugh when I answer this question because being an advisor in the private capital space is fun and demanding in equal measures,” she says. There’s a difference, however, between working with the tax team of a huge international business (“like you, they are often many steps removed from the decision-making”) and working in the private capital space, be it with an entrepreneur, a fund or a portfolio company. “You feel much more in the trenches with them,” she says. The main challenges in 2024 are clients’ funding, even with interest rates set to fall, and managing in ation across their workforce and supply chain. “This is leading to a lot of discussion about capital structures, supply chains and how to incentivise staff,” says Victoria. “I like to say that we help clients solve their problems. If we understand what’s on the agenda in the boardroom, the tax matters will naturally drop out.”When addressing the needs of clients as an advisor, she says she likes to talk about tax as little as possible. “When we are at our best, we are in the business of helping our clients  nd solutions. Clients can expect to see us take a real interest in their businesses and the things that are important strategically to them. Tollit & StocktonTrainee Accountant: 2000 – 2003Firm – Bennett Brooks and Company LtdAccountant: 2003 – 2006Firm – EYCorporate Tax Manager: 2006 – 2012Senior Manager: 2012 – 2013Director: 2013 – 2015UK Private Client Service Leader, Tax Partner: 2015 – 2024Head of Private Tax for EMEIA: 2022 – 2024Firm – Alvarez & MarsalPrivate Capital Leader, UK: 2024 – PresentVICTORIA PRICECareer Highlights 63w ww.wilkinsonpartners.com

Within the world of professional services, lateral hire Directors and Partners often present a unique opportunity to turbo charge growth in a team or organisation. They bring extensive experience, knowledge, new connections and, often, a book of business that together make a compelling case for recruiting externally. However, multiple studies(1) tells us that the integration of lateral hires into leadership roles can be risky and costly, with some failing to meet the high expectations set for them. There can be huge personal disappointment, frustration and confusion for the individual, coupled with a desire to keep trying and make it work, whatever the cost. At best this can lead to a much longer, more troubled integration period, and at worst sustained underperformance and, ultimately, exit. Most rms support newly-promoted internal Directors and Partners with coaching, training and mentoring; few do the same for lateral hires who are arguably much higher-stake additions to the rm. Unlike their internally promoted counterparts, external hires often lack the structured support systems needed to navigate the complexities of the rm and their new role. Assumptions are often made, but go untested, around how a lateral hire will integrate within the culture, pick up the nuances of “how things get done around here” and navigate the complexities of a matrix structure.As executive coaches specialising in professional services, we see time and again how the journey of a lateral hire can be a particularly frustrating one for both the individual and the rm. The range of issues we see lateral hires grappling with include:• Navigating Partner or team politics and nding their place within these• Managing expectations, both those held by the rm, as well as their own• Having immediate presence and impact within the Partnership• Building new internal relationships• Tuning into the culture of the rm and their team • Identifying blind spots and mitigating their impact• Maintaining a balance between work and home responsibilities• Establishing a new identity and personal brand• Approaching honest or difcult conversations, especially when things are not workingIn response to this we developed a programme of coaching specically for lateral hires, that involves both the individual and their sponsor. The programme consists of 6-8 sessions with a specialist executive coach who, pre-coaching, worked in professional services and so understands rst-hand the particular challenges of this environment. The sessions are timed to suit the individual, and are usually weighted towards the rst 100 days, with room for reection several months in role.Helen Cowan, Founder of The Tall WallNAVI GATI N G NEW LEADERSHIP 64Global 100 Tax 2024G100 TAX 2024

My coach was an intelligent sounding board, asking the right questions and helping me to develop the right ideas and options, with support of a clear reference for success.” –Partner, Professional ServicesThe Tall Wall understands only too well the demands of our sector, making them a true expert in their field.” –Global Law Firm1) Example studies include: www.lawjournalnewsletters.com/2020/03/01/lateral-hiring-7-reasons-why-law-rms-fail;2018 Citibank and Hildbrandt Consulting; Simons HA, Global Lateral Hiring by The Numbers: A Look Behind the High 5-Year Attrition Rate, American Lawyer, 3 February 2017.Key elements of this programme that we know make a difference include:Start earlyWe believe coaching for this population is most effective when it starts preferably before day one in role. This allows the coachee the reective space to plan their entry and pay attention to the more nuanced critical success factors. The aim in starting early is to equip the Partner to “hit the ground running”. Involve the sponsorWe also advocate for at least one tripartite conversation with the sponsoring Partner, to help align expectations and encourage honest exchanges about what is required from both sides. Often, we notice that senior lateral hires fail to ask fundamental questions around expectations or hold back from asking for support to, for example, broaden their internal network. These are issues that as coaches we can skilfully raise in a tripartite conversation. We can also tease out concerns on both sides that may, on the surface, feel too trivial to mention, but can have signicant consequences later down the line.Conduct 360° feedbackTypically six months in role, we run a bespoke feedback process. Most organisations are not well equipped to deliver the feedback that is badly needed to ensure a leader is operating at their potential more often than not. Gathering feedback from selected stakeholders via 1:1 conversations and delivered in a condential thematic report is often the most highly-valued part of our programmes. We nd lateral hire Directors and Partners are operating at their learning edge, potentially into their stress zone as they integrate themselves into their new rm. Having the space to process what they are experiencing (the highs and the lows), being able to talk about their hopes and fears in a condential and safe setting can prove invaluable in enabling them to be resourceful and purposeful as they establish themselves. Similarly, hiring rms want to have more honest conversations about expectations and having an external facilitator to aid these can make all the difference to the successful integration of a senior lateral hire.If you would like to nd out more about how The Tall Wall supports lateral hires in professional services please get in touch: hello@thetallwall.comwww.thetallwall.comABOUT THE TALL WALLSpecialists in professional and nancial servicesExecutive coaches who have been at the sharp of professional lifeCoverage across Europe, the US, Middle East and Asia Pacic65www.wilkinsonpartners.com

www.wilkinsonpartners.comTelephone+44 (0) 203 369 1000Emailinfo@wilkinsonpartners.comLONDONWeWork, 30 Churchill Place, London, E14 5EUSWINDON Kingston House,Swindon,SN5 8UBNEW YORK575 Lexington Avenue, 4th Floor, New York, 10022

"Thanks to the expertise of Wilkinson Partners, we were able to ll our senior leadership position effectively and with a top-tier candidate. Their personalised approach and deep understanding of professional services made all the difference. Highly recommended!""Working with Wilkinson Partners was a game-changer for our hiring process. Their team took the time to understand our company culture, values, and specic needs, resulting in nding candidates who were exceptionally talented but also aligned with our ethos. Their dedication to excellence and commitment to client satisfaction are truly commendable.""Wilkinson Partners demonstrated professionalism, integrity, and a genuine desire to help us succeed. Their proactive approach and attention to detail ensured a seamless experience, and the calibre of candidates they presented were outstanding.""Choosing Wilkinson Partners was one of the best decisions we made for our talent acquisition strategy. Their team's knowledge, network, and innovative approach set them apart."

GLOBAL 100 | TAX | 2024 EDITION2024 EDITIONTAXGLOBAL–TALENT CONSULTING£8499.00C004309UNDERSTANDING THE MARKET