Quality service delivered by quality people has long been the foundation of Jackson Thornton’s success—and under the leadership of its new President and CEO, Alan Alexander, that commitment remains nonnegotiable. As the firm continues to grow and evolve, including its recent expansion into Birmingham, Alexander is focused on ensuring every strategic decision aligns with the firm’s core values, its people and the clients it serves. Alexander shares his perspective on sustaining trust, balancing consistency with innovation and leading a firm that remains true to who it is while positioning itself for the future.
You were recently named President and CEO of Jackson Thornton. How do you view this next chapter, and what is your vision for the firm moving forward?
I see this role as the next step in my career and a great way to end a career in public accounting. What excites me most is the opportunity to impact people’s lives—both our clients and our people—by helping them achieve their aspirations. As CEO, my focus is on executing the firm’s mission, vision and strategy while building a team that delivers strong, profitable results and creates opportunity. Looking ahead, my goal is for Jackson Thornton to become a Top 100 accounting firm and a clear market leader in the state of Alabama.
Having spent several years as COO, what decisions have had the greatest impact on the firm?
Our decision five to six years ago to move to a Line of Business model has had the greatest impact in preparing Jackson Thornton for long-term success. We operate within defined lines of business while going to market by industry, which allows us to develop deep functional expertise alongside strong industry knowledge. That combination has positioned the firm to better serve current and future clients.
What have you learned about managing growth, talent and profitability in today’s market?
I have learned over my career that you have to be true to your vision and strategy when it comes to clients and people. Growth for growth’s sake is a fool’s errand. We want to work with clients who value our services and view us as an extension of their team. We strive to find the right talent to fit our culture and give them every opportunity to achieve their personal goals while helping the firm achieve its goals.
How important is adaptability in leading a firm like Jackson Thornton?
Adaptability is key to leading any organization. The message I hear at almost every meeting I attend is that the rate of change will never be slower than it is today. Jackson Thornton wants to be flexible enough to try new ideas and adaptable enough to pivot if those ideas do not work. The best example of flexibility (but not foresight) was our team’s reaction to the COVID-19 pandemic, and our ability to send people home to work productively and continue to serve our clients well. That experience was a turning point in helping us begin to view our business differently and make other productive changes both internally and externally.
What originally drew you to accounting and consulting, and what continues to motivate you today?
I was drawn initially to accounting for two main reasons: It is a math-based, logical system, which appeals to me, and accounting provides multiple career opportunities across many industries and disciplines. My motivation today is to provide our people with the same opportunities I have had throughout my career.
“There is a distinct difference in agreement and commitment. Agreement does not equal follow-through and action.”
Is there a mentor or defining moment that has shaped how you lead today?
I could fill a book with experiences and people who have had an impact on my professional life. My father impacted my leadership style the most. He was a true servant leader. I saw it in his work life, in my family life and in our church life. My father strived every day to do the right thing and to make the people he interacted with feel valued. His word was his bond, and people mattered to him. My leadership style is grounded in my Christian faith and the lessons learned from my father.
Just for Fun
- Recommended Read: For anyone in professional services, I would recommend Managing the Professional Service Firm and True Professionalism by David Maister.
- On the Queue: I default to 80’s alternative for my listening pleasure, but with three daughters, I am also well-versed in Taylor Swift.
- Dinner Date: I would choose the Apostle Paul for a fascinating discussion around faith in the face of multiple obstacles and adversity. He is a man who still impacts the world today.
Jackson Thornton Young Professionals (JTYP)
Ashley Taylor, Principal, Jackson Thornton
Our young people are the future of the firm. Young professionals bring fresh perspectives and innovative ideas, which are essential for expanding service lines, improving efficiency and driving growth in a competitive regional market. They will be partners alongside many of the existing partners today. Even if they decide not to stay in public accounting, they will be leaders in the communities we serve.
How do programs like JTYP help identify and prepare future leaders?
JTYP gives our young professionals the chance to develop leadership skills, build meaningful relationships inside and outside of Jackson Thornton, and make an impact in the community. Whether it’s hosting a social event, organizing a volunteer activity or networking with peers, participants have opportunities to take initiative and demonstrate commitment. Involvement in JTYP—especially in leadership roles—reflects the effort and drive you’ll bring to every aspect of your career.
What advice would you give to high-performing young professionals who want to lead early and make a lasting impact?
Don’t underestimate the value of professional equity. Professional equity is the career value you build by putting in the work early—learning new skills, building strong relationships and earning a solid reputation. Just like financial equity grows over time, the effort you invest now pays off later, giving you more opportunities and influence as you move up. Your dedication not only to the firm but the profession will make a lasting impression.
