When and how did you join ACCA?
In 1998—quite by chance—I came across a press advertisement. At that time, ACCA in Poland was beginning to open up to students outside the Big Four firms. I was attending a course organised by the EY Business Academy and, to be honest, I had heard very little about ACCA before that. I also received significant support from my then supervisor, the CFO at Citibank, who agreed to cover the considerable costs of tuition and certification.
You had already obtained an engineering degree before that?
Yes. I graduated in Electronics from a university of technology. I specialised in computer simulations, neural networks and chaos modelling—highly innovative fields in the 1990s. I completed my PhD at the Polish Academy of Sciences in electronics and computer simulation, and subsequently spent two years working in Japan in this area.
So the knowledge gained through ACCA became your gateway to professional finance?
Definitely—especially at the beginning of my career in finance. Later, I also completed postgraduate studies for banking executives, which gave me, among other things, a solid understanding of banking law.
What does the application process for the ACCA Global Council look like? Does it involve interviews?
It is a lengthy process. It begins in May, when a candidate must secure the support of at least 10—and ideally 15—ACCA members. I found individuals willing to recommend me partly through LinkedIn. With that backing, I approached the ACCA headquarters in London and obtained approval to stand for election. The formal campaign began in September.
What did the campaign involve?
ACCA headquarters distributes candidate materials to all members. Candidates have considerable freedom in conducting their campaigns, although there are clear rules: they may not rely on support from local ACCA councils or criticise other candidates. Voting takes place online. This year, approximately 250,000 members were eligible to vote.
So every ACCA member worldwide can vote?
Not all of them. Only members with “eligible” status—those who pay their membership fees and meet continuing professional development requirements—are entitled to vote. They can vote both for Council candidates and on resolutions presented at the ACCA Annual General Meeting.
Did the October elections concern the entire ACCA Council or only selected positions?
The Council consists of 48 members, each serving a three-year term. Every year, part of the Council completes its term. This year, 21 seats were open—15 incumbents stood for re-election, and six new members were elected.
Have you defined your objectives within the ACCA Global Council?
I would like to become involved in work related to Artificial Intelligence, particularly in the context of its ethical use. ACCA is currently developing guidelines in this area. A second important topic for me is diversity—specifically increasing the representation of women in senior leadership roles. I draw here on my experience from the Supervisory Board of Santander Consumer Bank. When I joined eight years ago, there were no women on the Board. Today, four women serve as members.
What will your practical involvement in the ACCA Global Council look like?
Once a year, in November, we will meet in person in London. The remaining meetings take place online, once per quarter. During my first year as a Council member, I will not serve on any committee. This period is dedicated to gaining a deeper understanding of the organisation and its ongoing activities. I will also work with a mentor—an experienced Council member.
What advice would you give to those planning a career in finance in the age of AI?
Artificial Intelligence will undoubtedly take over technical bookkeeping tasks. In Poland, systems such as the National e-Invoicing System (KSeF) will make accounting largely automated and focused primarily on control functions. AI can generate financial statements based on accounting records, but business analysis and profitability assessment will remain human responsibilities. Strategy, planning and budgeting will continue to require professional expertise.
What will the finance profession look like in five to ten years?
The financial sector is constantly evolving. In the past, the CFO primarily acted as a controller. Over time, the role has evolved into that of a strategic adviser and business partner—and this direction will only strengthen. Finance professionals will spend less time on technical tasks and more on analysis, strategy and decision-making. Political and social factors, including global dynamics, will also play an increasingly important role.
