In an exclusive roundtable hosted by The Consultancy Group, tax leaders from various sectors gathered to explore the evolving role of tax professionals. Adam Eagers, a seasoned tax expert with a background at KPMG and now residing as Group Tax Director for AS Watson Europe – the world’s largest international health & beauty retailer with 16,500 stores worldwide, shared his vision on how the “Head of Tax of the Future” needs to adapt in the rapidly shifting landscape.
Against the backdrop of increasing tax complexities and rising workloads due to the digitisation of tax and compliance, Eagers discussed how tax leaders must evolve. “You can’t just take the existing tax team and say ‘just work twice as hard’ and hope it’s going to be alright,” said Eagers as he addressed the growing demands on tax professionals. He emphasised that today’s head of tax must possess a broader skill set that goes beyond traditional tax expertise, incorporating IT and transformation capabilities. “Some of the skills you’ll need, you’ve probably never had in your tax team before,” he added, underlining how the role of tax professionals is changing to meet the technological and strategic needs of modern businesses.
One of the central themes of the discussion was the rise of digital tax authorities. Eagers pointed out how tax authorities worldwide are increasingly moving towards digitisation, a shift that requires businesses to stay ahead of the curve. “It’s not about just waiting until you’re forced by regulation; you need to skill yourself and fight for budget now,” he explained.
Tax Authorities in countries like Spain, Romania, and Italy have already adopted real-time reporting and automation requirements, putting them ahead of the UK. “What happens in Europe often gets adopted by the US, and all tax authorities are on a journey towards digitalisation,” Eagers noted. This shift allows authorities better control over tax reporting and fraud detection. Tax authorities will not be satisfied with a tax return alone; they will demand access to the underlying data behind those figures. Eagers stressed the limitations of current tools: “You can’t show all the underlying data in an Excel sheet.” The risk of compliance failures increases without this level of transparency. As he put it, “If we don’t have control of our data, we can’t prove that they’ve [the tax authorities] got it wrong.”
Building robust tax control frameworks (TCF) is critical to managing this digital future. Eagers explained, “You can’t get one person who can do both direct and indirect tax and expect them to manage transformation as well.” A well-established TCF integrates technology and real-time controls to ensure compliance and accountability. He advised tax leaders to “start documenting what’s happening now, but don’t expect it to be perfect overnight. Build bit by bit, adapting to each country’s needs.” As tax authorities continue their shift to digital platforms, Eagers warned, “If you’re still using Excel to manage tax processes in 10 years, you’ve utterly failed.”
The move towards digitalisation means that companies must be able to prove how tax outcomes are achieved, not just present the final figures. TCFs must evolve to meet the growing demands for transparency and accuracy from tax authorities.
Eagers acknowledged the inherent uncertainty in tax leadership. “Being comfortable with being uncomfortable is really important in tax,” he said. With over 20 years of experience, he admitted that no tax leader can be prepared for every situation. “Our job is to look into the future and steer the organisation in the right place for tax. You can’t get everything perfect, but you can manage your risks and resources effectively.” He encouraged tax leaders to embrace ambiguity, relying on their ability to adapt and strategise rather than seeking perfection.
One of Eagers’ key points was the importance of tax leaders aligning their work with the needs of the board of directors. “The board isn’t just looking at profit and loss—they’re protecting the organisation’s reputation. Their interests are not always the same as the business’s bottom line,” Eagers explained. He stressed that tax leaders must learn to communicate in terms that resonate with the board, such as governance, compliance, and long-term strategy.
“Would you ask a board if they want less governance? Of course not. They want better governance, and tax plays a key role in that,” he said. Eagers encouraged tax leaders to position themselves as strategic partners to the board, helping to safeguard the organisation’s reputation while navigating complex tax challenges.
A significant part of Eagers’ presentation focused on the lack of tax professionals at the board level. “We need more tax people on boards,” he urged, pointing out that tax professionals offer unique insights into business strategy, governance, and risk management. Eagers highlighted the changing nature of tax, noting that it has evolved from being viewed as a cost centre to a matter of social responsibility. “Boards need tax leaders who can navigate that shift,” he emphasised, suggesting that tax leaders should advocate for their place at the decision-making table.
Eagers also underscored the importance of building strong, adaptable teams. “The most valuable thing you can do as a head of tax is to be less busy,” he said, explaining that effective delegation allows tax leaders to focus on strategic thinking. He encouraged leaders to foster teams with diverse skills, including expertise in transformation and IT. “Don’t be afraid to let your team make mistakes,” he added, highlighting that a culture of trust is essential for high-performing teams to thrive.
Following the discussion on digitalisation, Eagers turned to green taxes, noting their growing importance in the tax landscape. He compared the potential rise of green taxes to the introduction of VAT, which did not exist 50 years ago but is now a global standard. “Green taxes could become the new VAT,” he said. With governments needing to generate billions to achieve carbon neutrality and fund climate initiatives, environmental taxes will likely be a major revenue source. “Keep an eye on green taxes now, because in a few years, it will be a huge part of what we do,” he cautioned, urging tax professionals to stay informed and prepare their organisations for these changes.
Adam Eagers’ message was clear: the head of tax of the future must evolve beyond traditional roles. “You can’t just focus on being technically excellent; you need to understand the organisation’s strategy and align tax to it,” he concluded. By embracing digital transformation, building robust governance frameworks, and leading high-performing teams, tax leaders can not only stay relevant but also drive strategic value for their organisations. “If you’re waiting for the CFO to hand you a big cheque to get it done, it’s not coming. You need to start building now,” Eagers advised, encouraging proactive leadership in this evolving space.
