Gen Z perspectives and my path to Dark Horse

As a college student in the final semesters of my accounting undergraduate program, I found myself facing a familiar dilemma: Where should I work after graduation? The weight of this decision loomed large, as it does for many students entering the workforce.

Figuring it out

Unlike some of my peers, I didn’t dream of becoming an accountant since high school and didn’t have personal connections guiding me toward the profession. Instead, I approached my career path in the industry with curiosity and a commitment to gaining exposure. I joined Beta Alpha Psi and the Accounting Society at the University of South Florida in order to understand the landscape of opportunities. What was expected to be a long and thorough evaluation of different firms quickly distilled into a realization: Most accounting firms fall into just three broad categories”

1. At one end of the spectrum were large firms that offered name recognition, experience on large-scale engagements, a 10-year+ path to partner, and a reassuring, yet unconvincing promise that “busy season isn’t really that bad.”
2. Mid-sized firms, while somewhat more varied, largely echoed the same themes: Competitive salaries coupled with small sign-on bonuses, and the assertion that employees are valued as more than just a number.
3. Smaller local firms solved for many of the issues of larger firms, but left me concerned about the ability to move up in the workplace. They lacked a competitive salary and capped my potential work experience to the firm’s limited range of engagements.

After months of attending career fairs, networking events, and ever-relevant “coffee chats,” I felt disillusioned. The accounting job market, which I once imagined as diverse and full of opportunities, seemed, instead, like the same career path copy-pasted under different company logos. I had the grades, I put in the effort, and I knew the industry was in high demand, so why was I still uninspired by what was offered?

Where were the flexible work schedules written about all over The Wall Street Journal?  Would I really be expected to follow processes without any room for innovation?

An uncommon solution

I began to accept the idea of a predictable, standardized career, until a professor introduced me to former student and current vice president of technology at Dark Horse CPAs, Chris Davis. Through my conversations with Chris, I was able to articulate what had been missing. I wanted to contribute to something meaningful, something I could take ownership of, and something bigger than myself. This is far from an uncommon sentiment among Gen Z professionals. More than ever, we are seeking careers where we can make a tangible impact and have the opportunity to pursue projects with guidance, not just become another cog in the machine.

The average career spans approximately 90,000 working hours. Many of those hours will inevitably be spent in less-than-ideal circumstances, but to me, success means maximizing the number of hours spent on work that feels personally meaningful. At Dark Horse, I found an employer that not only prioritizes its clients, but also genuinely invests in its employees. In just a short time with the company, I’ve experienced a level of commitment to professional growth that goes beyond the industry standard of Becker Exam Prep materials and “unlimited” PTO.

Dark Horse’s leadership actively listens to employees, and adapts to their strengths and preferences. Beyond increasing employee satisfaction and productivity, this approach fosters an environment of continuous innovation and new perspective.

The solution? Respect the Gen Z

With a focus on flexibility and the ability to work fully remote, I’m not just able, but encouraged, to take time away to enjoy events that conflict with a standard work schedule. I been able to “live” more outside of the office than I would have at a traditional firm, and I’m passionate about contributing to a workplace where personal and professional growth are not mutually exclusive. This level of trust and autonomy enables employees to bring their best selves to work, leading to more creative and impactful solutions.

In most firms, the ability to propose improvements is reserved for executives who have worked hard to attain a high-level view of the company and industry. However, those working directly within a process often have the most insight into its specific inefficiencies. At Dark Horse, leadership keeps an ear to the ground to actively seek out and implement feedback from those on the front lines. This collaborative problem-solving ensures that solutions make sense at an enterprise and operational level, and promotes the sentiment of ownership for those who have contributed.

The culture of encouraging new ideas resonates deeply with any entrepreneurial mindset. As a proud member of Gen Z, I believe one of the most impactful strategies a company can implement is fostering “intrapreneurship”—empowering employees to develop and execute innovative solutions within the organization. By providing freedom and resources to explore new ideas, companies willing to participate not only enhance engagement and job satisfaction, but also drive meaningful innovation that strengthens their competitive edge. When employees feel a sense of ownership over their contributions, they are more committed, more creative, and more invested in the project at hand. And they are invested in the company’s long-term success. This approach transforms the traditional workplace dynamic, shifting from a rigid hierarchy to a collaborative ecosystem where every team member has the potential to effect change.

For those like me who crave a career that is both meaningful and dynamic, the future of accounting doesn’t have to be limited to the traditional mold. Firms like Dark Horse are proving that innovation, flexibility, and genuine employee investment isn’t just possible.

It’s the future.