From Student to Senior Auditor: My Journey Through the Audit Experience

By Kevin Pointer, Senior Auditor

Kevin Pointer, Senior Auditor

When I started out as an accounting student, I thought I understood what this career would look like—long hours, client deadlines, and climbing the ladder through hard work and consistent high performance. And while all these expectations have proven true, what I didn’t fully grasp then was how much my growth would depend not just on what I did, but on how I was supported by others along the way. 

Now, years later, as a senior auditor, I’ve had the chance to look back on that path to reflect and appreciate the investments others have made in me that have allowed me to look forward to the next phase of my career growth. What stands out to me most isn’t just the technical knowledge I’ve gained or the number of audits I’ve completed. It’s the people who have shaped my experience and the moments of mentorship that have shown me how meaningful this career can be. Whether it was a manager offering guidance during a challenging project or a colleague taking the time to share their expertise, these interactions have had a lasting impact on how I approach my work and support others.

Starting Out: Structure, Uncertainty, and Support 

Like most new staff, my first few months were filled with uncertainty. I knew the theory from school, but learning how to apply it in the field, especially on real engagements with real deadlines, was a different story. Fortunately, I had mentors who took the time to walk through detailed audit procedures with me, answer questions without judgment, and offer feedback that helped me improve. 

Looking back, those early check-ins and casual conversations weren’t just about making sure I was on track—they were small but powerful acts that created a sense of psychological safety at a time when I was drinking from a fire hose. As a new staff member, trying to absorb everything at once, knowing I could ask questions without judgment made all the difference. When you feel like you belong and that it’s safe to speak up, you become more willing to take ownership, stay curious, and invest in your growth.  

Growing Through Experience 

One of the most formative periods in my career came during my first time leading a small team on a complex audit. I was juggling fieldwork, communicating with the client, and reviewing work prepared by junior staff, all while trying to keep the engagement moving smoothly. It was a lot. But it was also the first time I saw how previous experiences like coordinating client meetings, mentoring interns and junior staff, preparing detailed audit reports, and managing multiple segments of the audit had quietly prepared me to step into a leadership role. Each responsibility I had taken on, no matter how small, contributed to my readiness to lead. 

Even more importantly, it was the first time I realized how critical it is to support others while you lead, and how there is always an opportunity to both gain and pass on knowledge, no matter where we are in our careers. I was able to lean on a senior manager I respected for advice on balancing leadership responsibilities with client demands, and their example helped me guide my team through high-pressure moments. I found myself mentoring interns and new hires the same way I’d once been mentored—by setting expectations, reviewing their work thoroughly, and helping them build confidence. That responsibility pushed me to grow not just as an auditor, but as a leader. 

The Shift to Remote Work 

When the COVID pandemic hit, remote work became the norm and changed how teams operated. On the one hand, it allowed for better focus and flexibility—two things I’ve come to value in my day-to-day. But it also removed the in-person interactions like impromptu desk-side coaching and shadowing that were so valuable to my early growth. 

To adapt, we had to be intentional about creating virtual spaces for mentorship and connection. My team implemented weekly video check-ins, topic-focused virtual meetings, and informal Teams messaging to replicate the spontaneous support we once had in the office. 

By approaching remote work with intentionality and a strong work ethic, we were able to turn potential drawbacks into opportunities. The need for structure pushed us to set clearer goals, communicate more proactively, and manage our time with greater discipline, all of which improved our productivity and strengthened client delivery. 

Meeting the challenges of remote work—both individually and as a team—ultimately strengthened our sense of cohesion. That shared adaptability became a priority, not just for internal success but for client outcomes as well. By fostering strong communication habits and leveraging collaborative digital tools, we delivered cleaner workpapers and improved responsiveness to client needs. In fact, sharing screens during client calls and documenting processes more thoroughly streamlined our audits and built greater client trust. Remote work, when managed intentionally, enhanced both our efficiency and our relationships. 

Raising Others as You Rise 

One of the most meaningful lessons I’ve learned is that growth isn’t just personal; it’s collective. As I’ve moved up, I’ve realized that someone must be ready to fill your shoes as you step forward. And that only happens if you’ve helped them get there. 
 
For me, that’s meant being more than just a reviewer—I try to be a resource, a guide, and sometimes even a buffer. I want the people I work with to succeed not just on paper, but in how they feel about their work, contributions, failures, and accomplishments. Because when people feel invested in, they invest back in the team, the clients, and the mission. 
 
I also believe it’s important to teach others how to advocate for themselves. One of my mentors once told me, "Manage up, and continually prepare yourself for upward mobility by expressing to those above you what you need so that they know how they can better support you." That advice stuck with me. Being open about my goals, asking for feedback, and expressing when I need support has been essential to my growth. Now, I encourage my team to have those same conversations. Self-advocacy isn’t always easy, especially early in your career, but it’s a critical part of upward mobility. The clearer you can articulate where you’re trying to go, the more aligned your opportunities and development path can become. 

Looking Back—and Forward 

I started this journey as a student at Frostburg State University, unsure of where I’d land, but driven to grow. My early internships performing financial statement audits for labor unions and nonprofits taught me the basics of client service and the importance of learning by doing. However, it wasn’t until I joined Williams Adley that I found the structured mentorship and developmental feedback that truly accelerated my career. 

Over the years, I worked my way into a senior position at Williams Adley, focusing on government program performance audits and assessments. Today, I’m focused on government financial statement audits, continuing to sharpen my expertise by learning from the leaders I work alongside at Williams Adley. Their insights challenge me to refine my technical skills, broaden my perspective, and find new ways to deliver value to our clients.

The path hasn’t always been easy, but it’s been shaped by people who invested in me—from managers who took the time to explain not just the 'what' but the 'why,' to mentors who encouraged me to own my development. Those lessons have influenced how I show up for others.

To me, leadership and experience aren’t just about where you start or end up, but how you show up along the way and who you bring with you.