Consulting: Is part of your job to make the advisory services practice a larger more prominent part of KPMG's business?

Doherty: You don't start with that objective- what you start with is an intensity of listening to our clients.. what do our clients want? What do they expect from us? I don't think you start with financial growth, what you do is start with the intensity of client centricity, what do the clients value and how do you position with them. Should that outcome drive revenue in one part of our business or another I think that's being market responsive and it's positioning us in a way that adds the greatest value to that audience.

Consulting: What are you finding clients are demanding these days?

Doherty: I don't know that we've seen a shift change, but clients are expecting us to bring forward our experts, they really want to see results. They clearly have expectations of their advisors, they want to see us do it faster, with a clear, specific outcome, the opportunities they see are fast moving and they want to work with an advisor and that's why KPMG's business is growing, they want someone that gets things done. Not only for the outcome on a piece of paper but they want to see it in their business and more importantly sustain it. They want to see it stick and they want to drive their business forward, working with seasoned advisors who can give them the confidence to move forward with things that are really transformational in their organization. I know that word is often overused, but clearly this isn't an environment that is terribly accommodating to small, incremental steps. Organizations are having to step forward and do things in a fundamentally different way.

One on One with KPMG's Dan Doherty

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