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Martin van Roekel took over as CEO of BDO International Limited on 1 October 2011.

CEO INSIGHTS is a forum for online conversations about the accountancy industry in general, including accountancy around the world, standards and regulation and high growth markets


Martin van Roekel is the global CEO of BDO. BDO is an international network of independent member firms that provides advisory services in 138 countries, with 54,933 people working out of 1,202 offices worldwide.  Martin is based in the Netherlands and has over 30 years’ experience in the accountancy profession.


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Martin van Roekel - CEO INSIGHTS

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In this CEO Insights blog, Martin reflects on his recent visit to Mexico where he attended the inaugural BDO Americas conference.


In the past few weeks, people have descended on a major Latin American country to celebrate and share in something they are passionate about and showcase the best of their talent.  You would be forgiven for thinking that I am talking about this summer’s most enjoyable and widely watched and  discussed World Cup.  I am however, describing BDO’s inaugural Americas Conference, which brought together 2 BDO regions: Latin America and North America & the Caribbean.

Admittedly, the analogy may be a little far-fetched but it is true to say that I, for one,  had been looking forward to this gathering as much as to the global sporting occasion: I’m hopeful that a number of my colleagues might agree.

BDO America’s Conference marks a change in BDO’s regional structure, for the first time bringing together our colleagues from as far apart as the northern cities in Canada to Chile, and encompassing Argentina, the United States and Mexico, amongst others – the latter was the venue for this joint  event. In total over 170 colleagues attended the two day meeting which saw us both take important time to celebrate our success across these territories and  to look ahead and evaluate future opportunities and challenges in the region: not just for our own network but for our clients and other businesses too.

On the near-11 hour flight from Mexico City to Amsterdam, I had plenty of time to reflect on the conference and on Mexico as a country and a place to do business. Here are some of my thoughts:

It has to be said that Mexico has many of the ingredients to make a first-class centre for business.  Its  prime central location on the continent is made better through fantastic flight connections that serve not only the region but the rest of the world too. Add to that its economic stability: Mexico is the 14th largest economy in the world in nominal terms - and the 10th largest by purchasing power parity, according to the World Bank. Inflation remains steady at 4% and unemployment at 5%: with healthy growth, this is clearly an attractive place to do business. It’s no wonder that Mexico placed 10th in our Global Opportunity Index of countries* where CFOs intended to invest and expand.

And the same can be said for our Mexican firm.  Joining the network in early 2011, it has seen very healthy growth and has almost doubled its revenues since then.  And, not unlike  Mexico’s airports, which provide connections to the rest of the world and underpin its economic prosperity, BDO Mexico has gone from strength to strength by joining our network and being able to benefit from  its global reach, expertise and infrastructure.

But countries, as well as businesses that are enjoying growth must keep one eye on the future challenges that prosperity can bring. Take Mexico City: it’s a vibrant city bursting with its colonial history, as well as thriving modern day businesses.  But it now has a population of over 24 million people, 5 million cars on its roads and 6 million people using public transport every day – all of which put strain on the country’s infrastructure and limit its potential for further growth.

A less palatable result of the country’s connections to the rest of the world, which have attracted and brought in investment, is that this has also opened up doors through which some of Mexico’s best brains and talent have exited.  Mexico was ranked as the world’s fourth major exporter of brain power in 2012, clearly demonstrating that its rising middle class has significant access to opportunities to develop their skills and become internationally competitive.  President Enrique Peña Nieto has now launched a project to reduce the ‘Mexican brain drain’, and implemented a 15% increase in the federal budget designated to science and technology.

This war for talent is a challenge facing businesses of all sizes all over the world and is one that I’m sure will continue as the population of many countries becomes more and more mobile. A key way to combat this is to create a culture that empowers employees, rewards them appropriately and continues to offer opportunities for career progression. As CEO of our network I’m passionate about making sure our firms have the autonomy to make decisions concerning their people as well as their service delivery to clients – BDO firms are not restricted by clunky global processes – while at the same time reaping the benefits of being part of a thriving global network in which all our firms adhere to internationally agreed working procedures and quality controls, resulting in a uniform approach worldwide.

*BDO Ambition Survey 2012





The 2014 FIFA World Cup in Brazil has already seen some spectacular highs and lows: Costa Rica has come from under the radar to qualify top of their highly competitive Group – knocking out England and Italy in the process – and then scrape through to the quarter finals; the reigning world champion, Spain, failed to progress beyond the group stages – in part thanks to a stunning performance by my home team, the Netherlands, and in particular, van Persie – and Uruguay’s talisman, Luis Suarez, is unfortunately once again making headlines for all the wrong reasons.
It may seem like an unlikely comparison, but you’d be surprised how many parallels can be made between the world of international football and that of global accountancy - not least of which is the importance of strong leadership.
When I was watching Louis van Gaal giving the Dutch team last-minute advice during the water breaks of their nail-biting match with Mexico, I found myself thinking about my own views on leadership, and I’d like to share my World Cup-inspired advice for being the best leader you can be:

Don’t be afraid to break with tradition
– it’s true that the way a company is operating shouldn’t be changed just for the sake of it, but equally, it’s vital that the men and women in leadership positions have the strength and courage to break with tradition on occasion and try something new. Too often, companies and organisations get stuck in a pattern of doing things a certain way because that’s what’s been successful in the past. In a world in which technology and the business environment as a whole are rapidly changing the way we do business, this simply won’t cut it anymore. A good leader has to be prepared to change their approach for the wider good - Brazil won the tournament in 1994 only when they abandoned their romantic free-flowing heritage and played instead to their strengths. At BDO, we have put in place an ambitious strategic goal in 2014, which we fully expect to see realised in 2019: this takes both courage and vision.

You’re only as good as your support staff
– a good leader, like a good football manager, recognises that not only does he or she not know it all, but that their strength as a leader comes from the strength of their leadership team. The outside world might think that the best CEOs, Prime Ministers or Presidents know the answer to everything, but the reality is that they have whole teams of people behind them to act as their eyes and ears – and advisers - on the ground. The golden rule of good leadership is not to go it alone. Instead, true leaders surround themselves with people who have the skills, expertise and experience to create the complete package – although the Argentina team of ’86 would be an exception here – Maradona was good enough to be a one-man team (or at least, he thought he was…)!

Trust is vital
– once the right people are hired, it’s imperative that they’re given the trust and freedom to achieve their best. It would be like signing Lionel Messi and then asking him only to shoot when he’s told – all the best opportunities will be missed. A good leader makes sure that everyone is clear what the company or team wants to achieve, as well as what is expected of them, and then gives them the freedom to do what they think is right. At BDO, we invest in our people and we provide an environment where they can develop their careers and really contribute to building the business – which they will lead in the future.
Emotional intelligence shouldn’t be underrated – as leaders of some of the highest-paid individuals in the world (not to mention some of the biggest egos…) it’s fair to say that most football managers are adept at managing strong personalities. But the same should apply in the Boardroom. A good leader needs both a high IQ and a high EQ to understand how to get the best out of each and every individual.

Putting a legacy in place
– finally, while a good leader is of course remembered for what they achieve, it’s also vital that senior executives think beyond their own careers – it’s about putting in place a succession plan for future growth. This means not just nurturing those who are likely to take the reins in the future, but ensuring there is a sufficient pipeline of talent on and off the ‘bench’ to be sure of achieving the business team’s long-term goals. It will be fascinating to see if Spain has a succession plan and enough new talent coming through, now that it seems the glory era of Casillas, Puyol, Xavi and the rest is coming to an end.
I realise that football analogies only go so far in the corporate world, but nonetheless, during this exciting summer of sport there is much to be said about having a leader in place who is strong enough to galvanize a team and to see them go on to achieve great things.
It is of course too early to predict who will be lifting the trophy in the Estadio Do Maracana stadium in Rio – but I’m prepared to wager that there will be a strong manager at the helm.

​Boom and Bust - a tale of two halves for deal activity within the global tech industry
by Julian Frost, BDO Global Head of Technology,

As the burgeoning technology sector continues to expand rapidly across the globe, now more than ever, it’s imperative that companies operating within the sector are effectively preparing themselves to seize the opportunity for growth. In such an increasingly internationalised sector, companies need to look beyond their domestic environment to understand the state of play on the global market.
Our inaugural BDO TECHtalk report shines a light on deal activity within the global technology sector during the first quarter of 2014 – revealing a tale of boom and bust.

A stellar quarter for mergers and acquisitions

As I’m sure many have been pleased to witness, we’re finally beginning to see a positive upturn in the global economy: the US economy expanded across all districts according to the latest Federal Reserve report; the UK has enjoyed a return to growth despite concerns about the aggressive reduction of the budget deficit and even the Eurozone is showing signs it has emerged from dire straits.
This global economic positivity is resulting in buoyed confidence among tech entrepreneurs, fuelling a flurry of mergers and acquisitions across the sector. In particular, our report reveals a strong interest in software, with high profile M&As, such as Facebook’s takeover of WhatsApp, setting the tone for the year to come. At BDO, we’ve followed this focus on software for quite some time, and were unsurprised to learn that this high growth has translated into high interest from venture capitalists, with three quarters of all software M&As VC-backed. But, we have also seen the emergence of some more surprising trends – which will no doubt interest and impact technology companies worldwide.apitalists, with three quarters of all software M&As VC-backed. But, we have also seen the emergence of some more surprising trends – which will no doubt interest and impact technology companies worldwide.

High-value IPOs masked investors’ fears

While M&A’s were thriving, the same could not be said of the global technology IPO market. Despite initial indicators signalling a robust first quarter for global technology IPOs – with the average IPO up almost 25% from its offer price at the turn of 2014 – the reality did not live up to the hype.

By the end of the quarter, our report shows how fears of a second bubble and rising political instability in the Ukraine prompted a widespread sell-off of tech stocks with shares taking a nosedive. It would appear that nervous investors were pulling the plug on their investments and moving their money towards safer, slow-moving stocks. For example, London-based maker of ‘Candy Crush Saga,’ King Digital Entertainment, was initially valued at $7.1 billion – the most talked about IPO since Twitter’s initial offering in the previous year. Yet early performance of the stock was disappointing, with the share price dropping some 16 percent on the first day of trading.

While our indices show that we are still facing a slump for tech IPOs, as of mid-June there were only five worldwide tech IPOs in the pipeline, we are still hopeful that the IPO slump will be short-lived. Investor sentiment is improving and all eyes are on the IPO of the next blockbuster tech IPO, Alibaba – penned for early August. A successful flotation could be all the market needs to re-energise the pipeline.
But, as we reach the halfway point of 2014, it’s not all doom and gloom. The global upturn and continued high interest in the tech sector means that while we are not out of the woods yet, we remain confident that the interest and opportunities available should help ensure strong growth in tech corporate markets into 2015.
For those companies looking to thrive in the tech sector, it’s never been more important to seek the right advice, at the right time. Whether considering acquisitions, international expansion or going public, companies simply cannot afford to underestimate the value of working with trusted advisors to make the most of these opportunities.

​By Emree Siaroff
Managing Director, Human Capital, BDO Canada LLP & Global Head of People BDO International Limited

As companies strive to distinguish themselves in an increasingly competitive marketplace, too often the sole focus of their endeavours centres on product quality, value, price and innovation. This is an obvious and of course largely valuable strategy, and one that can dictate how successful a business becomes. But it is also a strategy which can risk neglecting the issue of service quality. This is because organisations can frequently be found guilty of letting the customer experience slide in the mistaken belief that their product or service is good enough.

Following our recent Return on Service report, in partnership with the Economist Intelligence Unit, my colleague Allan Evans blogged on the financial importance of delivering exceptional client service and also ensuring it is prioritised at board level. He raised a number of important points, and I wanted to contribute my own six point plan on how the HR function can play its part in putting service on the boardroom agenda:

1. Focus on developing a truly engaged workforce. We all like doing business with people who love what they do. Being engaged is contagious and creates engaged clients.

2. Create a culture that fosters and recognises, appreciates and rewards excellent customer service. If employees receive the recognition they deserve, it will reinforce exceptional client service as a priority in the company.

3. Attract the talent that can help drive and deliver a customer service-focused agenda.  Look for those people with exceptional customer service in their DNA.

4. Invest in ongoing training to instill the fundamentals of delivering top customer service.

5. Empower mid and senior management and give them the resources to focus on customer service – and this means putting service on the boardroom agenda. Too often as employees rise to seniority, client service is put on the back burner. If service is seen to be a priority for even the most senior staff, the values will naturally filter down through the company.

6. Trust your team and empower them with the ability to deliver excellent customer service. Once you have put measures in place, trust that they will work, and that staff will be engaged and suitably equipped to deliver the level of service you expect and demand.

Within the BDO network we have employed these techniques as we strive to deliver the very best service we can. We know they lead to both strong relationships with, and the best outcomes for, the businesses we serve.

We have openly stated that we understand that exceptional service to our clients begins – and ends – with exceptional regard for our people. Because at its core, our business is not about numbers or spreadsheets, dollars or cents, but about people working with, for, and in the service of others.