Newly appointed CEO of Moore Global, Viv Muir and Zoya Malik, editor-in-chief, IAB sit down for an exclusive, her first media interview to discuss the mind-shift from COO to chief executive, ambitions to execute tasks in the first 100 days and her vision for the network’s future

Zoya Malik (ZM): Having moved from COO to CEO, what has been the biggest shift in your thinking and leadership approach, and how are you reframing your priorities as you move from operational execution to setting the long-term strategic direction for the network?

Viv Muir: I’ve been listening. Listening intently to our firms all over the world and, just as importantly, listening to what their clients are saying to them.

That has been the most important first step in shaping our new global strategy.

As chief operating officer, my focus was naturally on execution, governance and delivery. As CEO, my responsibility is to look further ahead and shape the future direction of the network. Over the past several months, those conversations have helped us understand where the profession is changing, where new opportunities are emerging and what Moore must do to take the network to the next level.

From artificial intelligence and talent to advisory growth, changing client expectations and new ownership models, the pace of change across our profession is significant. It is clear that firms need new capabilities, new ways of working and stronger international connections to drive growth and compete successfully in the years ahead.

What has been particularly important is ensuring that our strategy reflects the realities our firms are experiencing every day. Rather than developing a strategy from the centre, we have taken the time to understand where opportunities exist, where support is needed and how the network must evolve to help firms grow.

We are now moving from listening and learning to execution. The direction of travel is becoming clearer, and my focus is on turning that strategy into meaningful opportunities for our firms and their clients, while preserving the entrepreneurial culture and independence that have always been among Moore’s greatest strengths.

Viv Muir, CEO of Moore Global

ZM: As you begin your tenure, what have been your key objectives for your first 100 days, and what actions will you take to build momentum around growth, collaboration and value creation across member firms globally?

VM: The first 100 days have been about building the momentum; we need to move from strategy development to execution.

My first priority has been understanding what our firms need from Moore today, and what they will need from us tomorrow. That has been incredibly valuable.

What I have learned is that firms are looking for practical support. They want help building capability. They want stronger international connections. They want opportunities to learn from one another. And above all, they want growth. That has shaped much of our thinking.

Artificial intelligence has emerged as a major area of focus, not because technology itself is the answer, but because firms are looking for guidance, confidence and practical ways to use it effectively.

Growth has also been front and centre. We are strengthening the resources, leadership and programmes that support business development, client acquisition and cross-border collaboration. ​​​​​​​

​​​​​​​ZM: We continue to see significant private equity activity across global markets. What trends are you observing, where is growth being driven from, and how is the network structured to support clients and member firms navigating this evolving landscape?

VM: There is a great deal of discussion about private equity across our profession, at the moment. What I have learned from speaking with firms is that there is no single answer that works for everyone. Different firms have different ambitions, different ownership structures and different plans.

Private equity is one option. It is not the only option. Some firms will see it as an attractive route to investment, growth or succession. Others will continue to thrive through more traditional ownership models. Our role is not to promote one approach over another. Our role is to create a network where different funding and ownership models can coexist successfully while maintaining the quality, culture and professional standards that define Moore.

That is why our approach has been measured and deliberate. We recognise private equity as an important development in the market, but we do not see it as the inevitable future of the profession. The future will be more diverse than that.

Our focus is ensuring Moore remains a place where firms can choose the path that is right for them while continuing to benefit from the strength of the network. ​​​​​​​

ZM: Which regions, sectors or emerging markets do you believe represent the greatest growth opportunities for the network, and how are you positioning Moore Global to support firms and clients in capturing that potential?

VM: The biggest opportunity is not a particular country or region. The biggest opportunity is helping our firms follow their clients wherever those clients need to go.

One of the strongest messages I have heard over the past several months is that clients are becoming more international, more sophisticated and more demanding in terms of the expertise they expect from their advisers. It means geography alone is no longer enough. Firms need access to broader capabilities, deeper sector expertise and stronger international connections.

We are responding by looking carefully at where we need to strengthen the network, where new opportunities are emerging and how we can make it easier for firms to work together across borders. The direction is clear. We want Moore firms to have the capability, confidence and connections to support clients wherever opportunities arise. ​​​​​​​

​​​​​​​ZM: Do you see the future of accounting, audit, tax, advisory and assurance services evolving, and where should firms be investing to drive sustainable growth and differentiation in an increasingly competitive market?

​​​​​​​VM: Trust remains the foundation of our profession. Everything else evolves around it. Clients still need confidence in the information they receive, confidence in the advice they are given and confidence in the people they choose to work with. What is changing is the range of support clients now expect from their advisers.

The firms that succeed will be those that combine strong technical foundations with the ability to help clients navigate change. That requires investment in people, skills and capabilities. It also requires firms to think differently about how they create value.

Technology will continue to reshape many traditional services, but judgement, relationships and expertise will become even more important. That creates a tremendous opportunity for firms willing to invest in the future while staying true to the qualities that clients trust most. ​​​​​​​

ZM: What are your investment priorities around technology and AI, and how do you see these technologies transforming processes across the network while creating opportunities for higher-value advisory services?

VM: One of the most striking things I have seen over the past several months, is the level of interest in artificial intelligence across our network. Every firm is talking about it. What differs is where they are on the journey. Some are moving very quickly. Others are taking a more cautious approach. Most are somewhere in between. That tells me there is an important role for Moore to play.

Our responsibility is not to tell firms which technologies to adopt. It is to help them understand the opportunities, manage the risks and learn from one another’s experiences. What excites me most is not automation. It is the opportunity to free talented people from routine tasks and allow them to focus on higher-value work for clients.

The firms that benefit most from AI will not necessarily be those with the most technology. They will be the firms that combine technology with judgement, expertise and strong client relationships. That is where the real opportunity lies, and that is where much of our focus will be in the years ahead.

​​​​​​​ZM: Leading organisations through periods of great change and on to great success has been a hallmark of your career. How will that background guide you as you embark on this new chapter as CEO of Moore Global?

VM: One thing I have learned throughout my career is that periods of change are often the moments when the greatest opportunities emerge. Whether in the legal profession, in business or in leadership roles, I have seen organisations achieve their strongest growth when they are prepared to embrace change rather than resist it. That has certainly shaped my approach to this role.

Every organisation reaches moments when it must step back, look honestly at the world around it and ask what it needs to do differently to succeed in the future. I believe Moore is at one of those moments. We have outstanding firms, exceptional people, deep expertise and strong client relationships across the world.

My role is not to change who we are. It is to help the network realise more of its potential. The road ahead of us is clear. We will travel it together as a global network united by our passion, dedication and service to our clients wherever they may be. ​​​​​​​