Korea Deloitte Touche Tohmatsu Limited (DTTL) said on the 23rd it elected Kil Gi-gwan, head of the institutional sector for management consulting, as the next overall representative.
Kil, the next overall representative, was elected that day through a partner approval vote.
Kil's term as the next overall representative will begin June 1, when the group's new session starts, and for the next four years will lead Korea Deloitte Touche Tohmatsu Limited (DTTL), which includes Deloitte Anjin Accounting Corp. and Deloitte Consulting Korea.
Kil, the next overall representative, who entered the Department of Economics at Hanyang University's College of Commerce and Economics in 1990, passed the certified public accountant exam in Korea in 1995. The same year, after joining Deloitte Anjin Accounting Corp., Kil served as audit institutional sector partner, head of the restructuring group, Deputy Minister of the financial advisory headquarters, and head of the management consulting institutional sector, making Kil a bona fide "Anjin man." Since 2024, as head of the management consulting institutional sector, Kil has been credited with building proven leadership across organizational operations, quality control, and talent development.
Kil, the next overall representative, in step with the age of artificial intelligence (AI) and agilely responding to changes in the business environment of the rapidly shifting accounting and consulting industry, presented the "Two Pillars integrated growth strategy" as a core strategy for the group's future growth.
The strategy is to bifurcate audit and tax advisory as a "Powerhouse" that provides deep trust to clients and generates stable revenue, and management consulting as a "Growth Engine" that is a future growth driver, strengthening the competitiveness of the two pillars while simultaneously pushing to maximize integrated synergies between them.
Kil, the next overall representative, said, "This is the strategy needed to restore clients' trust and establish ourselves as clients' strategic partner that provides integrated solutions," adding, "In carrying out the strategy, the chief executive officer (CEO) will actively communicate with partners and take on the role of sales leader." Kil also emphasized field-focused, communication-centered leadership.
As priorities for organizational change, Kil selected building a talent model suited to the AI era and enhancing organizational competitiveness through innovation in ways of working.
Kil said, "Introducing AI is not a choice that can be postponed," and noted, "It must be reviewed from the perspective of a survival strategy for accounting and consulting firms."
Kil added, "We will centralize the group's investment to prepare for AI transition and present ways to secure work efficiency."