75% of Gen Z accountants want to run their own business

A quiet revolution is taking place in the accountancy profession, and it’s not happening in the boardroom.

According to new research from Intuit, 75% of accountancy students in the UK now aspire to start their own businesses. That’s not a margin of error, but a generational pivot.

Young people entering the profession are no longer simply climbing the ranks; they’re redefining what those ranks even mean.

And for the sector, which has long grappled with talent shortages and an ageing workforce, the timing could hardly be better.

A profession under pressure

The number of UK accountancy students dropped by 3.5% in 2022, even as firms report a 45% shortfall in skilled workers. For an industry rooted in stability, the recruitment problem is a destabilising trend.

But the findings offer a measure of reassurance: young people still see value in accountancy, just not necessarily in its traditional forms.

Rather than pursuing the standard audit-to-partner trajectory, the next wave of entrants is treating the profession as a launchpad.

Of the 500 students surveyed, 73% of women and 71% of international students said they want to build their own firm, launch virtual consultancies, or offer strategic financial advice to startups.

Many are embracing accountancy not just as a technical skillset, but as a pathway to autonomy and influence.

Leigh Thomas, Vice President EMEA at Intuit, said: “The accounting professional of tomorrow is part entrepreneur, part strategist, part tech leader… The future belongs to those who embrace the new, multifaceted role of the accountant.”

Digital skills drive ambition

Tech literacy underpins much of this shift. Nearly two-thirds of Gen Z respondents said they feel prepared to use emerging technologies, including AI, in their roles. Around 31% expect AI to automate routine tasks—freeing them to focus on high-value advisory work.

It’s a trend welcomed by students like Connor Godley, who said: “My perspective shifted… it’s not just about calculations; it’s really about helping businesses perform better.”

This preference for advisory-led work aligns with broader expectations: 30% of respondents see decision-making as a growing part of the accountant’s role, and 22% predict strategic advisory will become central to the profession over the next decade.

Women shaping the sector

Women in accountancy are also signalling a more purposeful future. Nearly half (47%) of female students over 45 say they value hybrid working, while 29% cite job security as a key driver for entering the profession.

Yet barriers remain. More than a quarter said the industry still needs to close its gender pay gap and improve visibility in leadership roles.

Grace Hardy, a 21-year-old founder of her own firm, summed it up succinctly: “Accountancy gets labelled as male, pale and stale—but for people my age, that’s not the vibe at all.”

Challenges on the road ahead

Despite optimism, practical hurdles persist. A quarter of students said the cost of qualifications was prohibitive, while 27% struggled to balance study with work or personal responsibilities.

Access to mentorship and meaningful work experience was also lacking—especially for those from non-traditional or lower-income backgrounds.

James Wright FCCA, lecturer and YouTuber, believes these systemic issues must be addressed head-on. “Embracing diversity of thought and experience is key to driving innovation and effective problem-solving,” he said.

A profession in flux

While these findings point to a new generation ready to lead, the profession must make room for them. That means recognising alternative paths to success, expanding access, and modernising workplace expectations.

As Keira Lake, a Level 2 AAT student, put it: “It’s absolutely essential that we embrace diverse voices and as wide a range of perspectives as possible. This, to me, is the future of accountancy.”

If the industry can meet this moment—removing obstacles, modernising training, and embracing entrepreneurial mindsets—then the profession won’t just survive the talent crunch.

It may come out stronger, more inclusive, and better equipped to help clients navigate an increasingly complex financial world.