PwC’s US CEO, Paul Griggs, has reportedly told partners that those unwilling to adopt artificial intelligence (AI) will not remain at the company. This change comes as the professional network services company restructures its services and pricing models in response to the growing impact of AI, according to a report. The company is said to be moving away from the traditional billing system based on hours worked and is exploring AI-driven alternatives across its tax and consulting businesses.
In an interview with the Financial Times, Griggs said that PwC is planning to convert some services into automated, AI-powered tools that clients can use “without a PwC person in the loop”, potentially through subscription-based pricing. He added that senior staff who are not “paranoid about being AI-first” could be replaced by those more aligned with the shift.
“I don’t think anyone gets a free pass here. Anyone,” Griggs told FT. He further noted that anyone who believes they have the “opportunity to opt out” of AI is “not going to be here that long”.
PwC US CEO pushes AI-led shift in services, signals changes in hiring and pricing
Griggs, who took over as PwC’s US chief executive in May 2024, is positioning the company to respond to AI-driven changes that could reshape the professional services model. Companies known as the Big Four, which include Deloitte, EY, KPMG and PwC, have traditionally relied on large teams of junior staff to handle routine tasks, many of which could now be automated.
AI adoption is expected to reduce reliance on billable hours and may prompt some clients to handle more work internally rather than hiring consultants. In response, PwC is preparing to launch “PwC One”, an AI platform that will initially offer six automated services, with additional tools planned over time.
According to Griggs, the platform will provide access to services such as M&A due diligence and tax-related insights, with features like an “anomaly detector” to identify irregularities in sustainability data. Pricing is expected to evolve and may include “subscription or consumption-based” elements.
He said senior staff are being encouraged to identify services that can be automated and integrated into the platform, allowing them to focus on work that requires human judgment and on developing new offerings.
PwC’s hiring approach has also shifted. While the company continues to add talent overall, the mix is changing. “Am I recruiting the same number of accountants and traditional consultants vis-à-vis engineers, on a proportionate basis that I was three years ago? No,” Griggs said, noting an increase in hiring for data-related roles.
The company has expanded AI training for employees and is exploring ways to drive adoption. “Tracking usage alone isn’t that helpful,” Griggs said, adding that compensation for senior staff will instead be linked to metrics such as revenue and margin per professional, while leadership will be evaluated on progress in transitioning services towards AI.
PwC expects that automating services and offering some tools directly to clients could impact margins and expand its reach. “Over time, it will move more and more of our work to outcomes pricing, which I believe our clients will readily accept because, ultimately, the only thing our clients care about is the outcome delivered,” Griggs added.
“And we will broaden the addressable market for our firm because, in some instances, we’re lowering the cost of entry for a client to get to the expertise of PwC,” Griggs highlighted.
