From Senior Accountant to Account Manager: Ciara’s Story

21 May

At Ashton McGill, the Senior Accountant to Account Manager role is designed for people who want to go beyond compliance & become a genuine partner to their clients. We sat down with Ciara Anderson, who has recently made that transition, to talk about her journey, the learning curve & why she thinks it’s a career-defining move.

1. Ciara, can you tell us a bit about your career before joining Ashton McGill?

“I definitely didn’t take the traditional route into accounting. I decided in my early 30s that I wanted to retrain, because in the various roles I’d had before, across different sectors, I kept seeing how important a strong finance function is to a business.”

“I went back to university later in life, completed my accounting degree, and joined a firm that specialised in the construction sector. It was effectively a virtual finance department, so I was involved in everything from bookkeeping and management accounts through to statutory accounts and tax returns.”

“A big part of that role was preparing management accounts and adding notes on the things that would make good talking points with the client. I really enjoyed that, but I knew there wasn’t a clear path to becoming the kind of fully fledged accountant and advisor I wanted to be, so I made the decision to move on and, luckily, landed my dream role at Ashton McGill.”

2. What attracted you to Ashton McGill & later, to the Account Manager role specifically?

“What drew me to Ashton McGill was actually what they put out into the world. It really aligned with why I went back to study in the first place.”

“I didn’t go back to become a purely statutory, compliance-only accountant. I wanted to partner with lots of different businesses and be integral to their success. Ashton McGill were very clear that this is what they’re designed for – helping business owners make better decisions, not just filing accounts.”

“From day one I was open that my longer-term ambition was to move into an Account Manager role. I love the people side of accounting. I can sit in Excel all day and enjoy it, but it’s not meaningful on its own. As an Account Manager, I get to work with business owners across different industries, understand what really matters to them, and focus on how we can meet or exceed their expectations. That’s the work that energises me.”

“As an Account Manager, I get to work with business owners across different industries, understand what really matters to them, and focus on how we can meet or exceed their expectations. That’s the work that energises me.”

3. Were you nervous about making the jump? How did you get past that?

“There was definitely some natural nerves about stepping into a new level of responsibility. For me, it wasn’t about doubting my technical ability, but about adjusting to the idea of leading client relationships rather than ‘just’ doing the work behind the scenes.”

“What helped was really understanding what the Account Manager role is. It’s not about being a walking tax book; it’s about managing the relationship and coordinating the right expertise for the client. Sometimes that’s with me, sometimes with other people in the Ashton McGill team, and sometimes with trusted external partners.”

“Once I made that mindset shift– from ‘I have to personally have every answer on the spot’ to ‘I have to make sure the client gets the best answer’– it took a lot of the pressure off. You’re not doing this on your own; there’s a whole team and framework behind you.”

4. So what does a typical week look like now as an Account Manager?

“There are a few core elements to my week. Each month I’ll have a set of client meetings– our standard review sessions– where we look at how the business is doing, talk through the numbers, make sure we’re on top of compliance dates, and plan ahead for things like tax.”

“Alongside that, there are more adhoc calls around specific issues– VAT questions, budgets, cash flow, that sort of thing. I also spend time supporting the accounting team so they understand what each client actually cares about. You can have all the KPIs in Fathom, but if they’re not the ones the client is focused on, it’s not helpful. My role is to keep everyone aligned on what will be genuinely impactful for that client.”

“There’s also a piece around feeding what we’re hearing from clients back into Ashton McGill– things that might become useful email updates or LinkedIn posts, or ideas to improve how we run our review sessions. It’s very much a mixture of client work, team support, and helping us continuously get better at what we do.”

5. What did the first 3-6 months of the transition actually look like?

“The transition was structured and supported. I worked closely with an external coach who works with account managers across various industries, to really sharpen how we run review sessions and what our clients need from them.”

“We spent time working through what I needed to bring into each meeting and how to structure them so they were genuinely useful. That work has become part of the Ashton McGill playbook for Account Managers– things like the FOR framework (Focus, Outcome, Role), how to set every session up for success, what to do before, during and after a meeting, and the ‘ask, don’t tell’ approach.”

“In terms of client load, we did it in phases. Initially I took on a smaller number of clients who were relatively straightforward and didn’t need really complex tax work. That gave me space to get into the rhythm of the sessions, build confidence and refine my approach. A bit later, I took on more complex clients with trickier issues. By then, I had a strong structure, coaching support and the wider team around me, so that step up felt natural rather than like a cliff edge.”

6. What kind of support & development do you have around you now you’re in the role?

“The support is a mix of clear frameworks and ongoing development. There’s the Account Manager playbook, which covers how we approach our services and review meetings step-by-step– what to do before a meeting, how to open it, how to keep it focused, and how to follow up so there are always clear next steps.”

“We also have a weekly Account Manager meeting where we talk about what’s happening with clients, share challenges, and learn from each other’s experiences. Peer learning is a big thing here– I’ve had time with people who’ve been in the role for longer, both when I was still an accountant and now as an Account Manager.”

“On top of that, I’ve continued working with the external coach on reviewing sessions, getting feedback on how I handled certain conversations, and making small improvements each time. Every review session makes you a little better. Combined with the expertise across the Ashton McGill team, it means you always have support when you’re dealing with more complex situations.”

“Every review session makes you a little better. Combined with the expertise across the Ashton McGill team, it means you always have support when you’re dealing with more complex situations.”

7. How has this move changed your development as an accountant & what’s the most rewarding part?

“Becoming an Account Manager has made me a stronger accountant. You’re constantly looking at things from the client’s point of view, asking ‘what story do these numbers tell, and what decisions do they need to make?’ rather than just ‘is this technically correct?’.”

“Because I’m leading the relationship, I’m more regularly involved in areas I might not have seen in a pure accounting role– coordinating with tax specialists, interpreting accounting standards in context, or making sure we’re aligned with other regulations that affect clients, like pensions. You’re not doing that in isolation; you’re doing it with a team of specialists, but you are at the heart of the conversation.”

“The most rewarding part is seeing the impact. It can be something as simple as an email from a client saying their bank meeting went really well and their overdraft is sorted for another year. You can feel the stress leave them. Knowing the work we do has a real, personal impact is incredibly meaningful. I also love supporting more junior team members and seeing their confidence grow– those moments genuinely make my day.”

“The most rewarding part is seeing the impact. It can be something as simple as an email from a client saying their bank meeting went really well and their overdraft is sorted for another year. You can feel the stress leave them. Knowing the work we do has a real, personal impact is incredibly meaningful.”

8. Finally, who do you think this role is a great fit for & what would you say to someone who’s on the fence about applying?

“If you just want to stay in Xero and Excel and avoid the more human side of the job, this probably isn’t the role for you. To thrive as an Account Manager here, you need to genuinely want to work with people and businesses, and to care about being impactful for clients.”

“It can feel like a big leap at first, but your mindset shifts faster than you think. Very quickly, those review sessions stop being something you dread and become conversations you really look forward to. You’re excited to catch up with clients, hear how things are going, and figure out what will move the needle for them– in their business and often in their personal lives too.”

“If you’re genuinely interested in helping business owners and you like the idea of guiding them to the right solutions– with clear frameworks, a supportive team and access to specialist advice when you need it– then this is absolutely the right path. You don’t need to know everything on your own; you need to care about getting clients to where they need to be, and you’ll be backed to do that well. If that sounds like you, I’d say: apply.”