When I first started in audit at a Big 4, I thought “executive presence” was something you figured out in your 30s or 40s once you had a corner office. As a 25-year-old Senior Associate, I’ve learned it’s actually the opposite: the earlier you start developing it, the faster people begin to see you as a leader — even if you’re still closer to entry-level than partner.
Over the last few years, I’ve been trying to figure out what makes certain people in the firm stand out. It’s rarely just who’s the smartest technically. It’s the people who can command a room, explain complex issues simply, and carry themselves like they belong at the table. That’s executive presence.
Here are the things I’ve been working on (and still improving) to build it in my 20s.
1. Communication Is Everything
In audit, you’re constantly talking to clients, managers, and partners — sometimes explaining why their numbers don’t tie. I’ve realized it doesn’t matter how right you are if you can’t deliver your point clearly and confidently.
- Cut filler words. I used to say “like” and “um” way too much — until I started recording myself and practicing cleaner delivery.
- Frame things with confidence. Instead of “I think this might be an issue,” I’ll now say “Here’s what I found and why it matters.”
- Adjust for your audience. A CFO doesn’t want the same level of detail as a staff on my team.
2. Presence Goes Beyond What You Say
Executive presence is also how you show up. Early in my career, I undervalued this. But I noticed managers and directors who carried themselves with calm confidence earned instant credibility.
- Dress a step above the norm — even on “casual” days.
- Body language matters: eye contact, posture, and not fidgeting under pressure.
- Stay composed. In busy season when things blow up (and they always do), the person who keeps their cool automatically becomes the leader everyone looks to.
3. Understand the Business, Not Just the Audit File
This one has been huge for me. Early on, I was focused on just getting through my testing. But executive presence comes from understanding why something matters, not just ticking the box.
When you can connect an issue on the balance sheet to the bigger business strategy, you start speaking the language of leadership.
Now, I make it a point to ask questions like:
- How does this client actually make money?
- Where are their biggest risks?
- How do my findings tie back to that bigger picture?
4. Managing Up Is a Skill
At this level, I don’t manage a team of direct reports, but I’ve learned I do manage how partners and managers perceive me.
- I proactively update them instead of waiting to be asked.
- I bring solutions, not just problems.
- And I try to think a step ahead: “What would they need from me before they even ask?”
When you can make your boss’s life easier, you start being seen as someone ready for the next level.
5. Gravitas (a.k.a. Looking Like You Belong in the Room)
This one is harder to describe, but you know it when you see it. Gravitas is the calm, steady confidence that makes people trust you.
For me, this looks like:
- Staying composed when challenged instead of getting defensive.
- Listening more than I talk, then making one strong point instead of five weak ones.
- Owning my mistakes quickly, instead of trying to cover them.
It’s not about pretending to know everything. It’s about carrying yourself in a way that shows you can handle responsibility.
Final Thoughts
I’m not a CFO, partner, or anything close yet. But I’ve learned that executive presence isn’t a finish line — it’s a skill set you can start building the day you walk into the firm.
The earlier you start practicing it, the sooner people will look at you as more than just a “young associate.” They’ll see you as someone who belongs in leadership conversations — even if you’re only 25 and still working late nights on audit files.
That’s the unfair advantage: while your peers are still trying to just survive busy season, you’ll already be building the toolkit for the next level.
