Jul 26, 2026 · 58 min · 11 segments
Lawrie Philpott of Philpott Black and host of the Leadership Listening podcast talks with John Berriman about leadership grounded in execution, drawing on Berriman’s career as a PwC audit partner…
John BerrimanGuest
Lawrie PhilpottHost
And the operational mindset is something, you know, with my consulting background that I find very interesting indeed, because, you know, people look at implementation, execution, as it's sometimes called, as, you know, that'll just happen.

So what kind of views have you got around this thing, which is operational mindset and efficiency and effectiveness and implementation?

I suppose in my case, I've always been, I guess, what's called a completer finisher.

I find it sort of unattractive if something's 90% done and the rest is not done.

And funnily enough, in a firm like PwC, where you've got the best part of 1,000 partners who are all busy doing their own thing, but within a strategic intent that the firm lays out.

And I think if I look back, when I first joined Coopers, I was allocated to an audit group and we had 30 people on the group.

And I came in from a nine month foundation course in accountancy at North London Polytechnic.

I'd had a very good education at private school, but I'd spent more time on the tennis court.

I came top in the poly, which was what enabled me to apply to and secure a role with Coopers.

But I was very conscious that I was in an environment where if I was going to succeed, I probably needed a slightly different string to my bow.

One of the very early things that I did operationally is that I found the filing system in our office to be very frustrating.

Whenever I wanted to find something, it was never in the place it ought to be.

And one Saturday, I took the tube down from my flat with some screwdrivers and I unscrewed all the filing system and completely revamped it.

But when everyone came in on the Monday, of course, no one could find anything.

And the operational mindset is something, you know, with my consulting background that I find very interesting indeed, because, you know, people look at implementation, execution, as it's sometimes called, as, you know, that'll just happen.

So what kind of views have you got around this thing, which is operational mindset and efficiency and effectiveness and implementation?

I suppose in my case, I've always been, I guess, what's called a completer finisher.

I find it sort of unattractive if something's 90% done and the rest is not done.

And funnily enough, in a firm like PwC, where you've got the best part of 1,000 partners who are all busy doing their own thing, but within a strategic intent that the firm lays out.

And I think if I look back, when I first joined Coopers, I was allocated to an audit group and we had 30 people on the group.

And I came in from a nine month foundation course in accountancy at North London Polytechnic.

I'd had a very good education at private school, but I'd spent more time on the tennis court.

I came top in the poly, which was what enabled me to apply to and secure a role with Coopers.

But I was very conscious that I was in an environment where if I was going to succeed, I probably needed a slightly different string to my bow.

One of the very early things that I did operationally is that I found the filing system in our office to be very frustrating.

Whenever I wanted to find something, it was never in the place it ought to be.

And one Saturday, I took the tube down from my flat with some screwdrivers and I unscrewed all the filing system and completely revamped it.

But when everyone came in on the Monday, of course, no one could find anything.
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