PwC’s US boss has issued a stern warning to senior executives, saying partners who oppose artificial intelligence have “no place” in the company as the company rapidly reshapes its business model to adapt to technological changes.
Paul Griggs, who took over as U.S. CEO in May 2024, said the professional services giant is moving decisively toward an AI-first operating model, with automation fundamentally changing the way tax, audit and advisory services are delivered and priced.
In comments reported by the Financial Times, Griggs made clear that no one within the organization would be exempt from the transformation, warning that those unwilling to embrace AI would ultimately be left behind. He said any partner who thought they could get out of the transition “won’t be here that long,” underscoring the urgency with which the firm is seeking change.
At the heart of PwC’s strategy is a move away from the traditional billable hour model that has long been the foundation of the Big Four’s economic viability. Instead, the company is developing AI-powered tools to deliver services directly to customers without the need for constant human involvement.
Some tax and advisory services are being transformed into automated platforms that clients can access independently, with pricing expected to shift towards subscription-based models rather than time-based billing. This represents a significant departure from the labor-intensive structure, which in the past relied on large teams of junior staff to handle routine analytical and administrative tasks.
The company will formalize this direction with the launch of “PwC One,” a new AI platform that offers clients access to a range of automated services. The platform will initially cover areas such as mergers and acquisitions due diligence and complex tax advice and is expected to grow quickly as PwC expands its AI capabilities.
The move reflects a broader existential challenge facing the professional services sector. Advances in generative AI and automation are increasingly making it possible to handle tasks once reserved for consultants and analysts, raising questions about the long-term viability of traditional consulting models.
For companies like PwC, Deloitte, EY and KPMG, the risk is double. Not only could AI reduce the need for large workforces, but it could also allow clients to provide more skills in-house and bypass external consultants entirely. In response, PwC is seeking to reposition itself as both a provider of expertise and a developer of scalable technology solutions.
Griggs’ comments also suggest a cultural shift within the company, with AI adaptability becoming a core expectation rather than a specialized skill. Executives are being told that adopting automation is no longer optional but essential to staying relevant in a rapidly evolving market.
Industry experts believe change is inevitable. Raj Abrol, CEO of Galytix, described AI as a transformative force in risk management and decision-making, especially at a time of economic and geopolitical uncertainty. He noted that the ability to process and interpret massive data sets in real time is becoming a key competitive advantage for companies navigating increasingly complex environments.
Kenny MacAulay, managing director of accounting platform Acting Office, was more blunt, arguing that AI skepticism is incompatible with modern business management. He said companies that fail to quickly integrate AI risk falling behind competitors that are already using automation to improve efficiency and customer outcomes.
PwC’s aggressive stance highlights how quickly AI is moving from experimental technology to operational necessity. As the company accelerates its transition, the message to its workforce is clear: adapt to the AI-driven future or risk being replaced by those who do.
