As part of Kreischer Miller’s 50th anniversary celebration, we sat down with former Managing Director Steve Christian to reflect on his journey with the firm, key milestones, and what made Kreischer Miller such a meaningful place to build a career. Steve was the second Managing Director in the firm’s history, succeeding Jack Kreischer and serving in the role from 2001 to 2017.

What was your Kreischer Miller journey?

I started my career at Price Waterhouse where I worked hard, learned as much as I could, and had a rewarding, promising time advancing through the management ranks. It was a great experience, but something didn’t quite feel right.

Around that time, Bill Miller, a Price Waterhouse alum who had joined Jack Kreischer to lead Kreischer Miller, encouraged me to consider the firm. I was initially hesitant. Kreischer Miller was much smaller, and I was already on the partner track at Price Waterhouse. But when I met Jack Kreischer, I was won over. I never looked back.

I joined Kreischer Miller as a Manager in the Audit & Accounting group in 1985 and became a partner just two years later, in 1987, at the age of 32. That same year, I attended my first partner retreat in Bermuda. Those retreats were intense—we worked full days and held 360-degree evaluations—but they were also a unique opportunity to build strong relationships.

After Bill Miller left, I became the head of our Audit & Accounting practice, which I loved because it gave me the chance to keep learning every day. I later joined the Executive Committee and served alongside Jack, John Heck, and others for much of my career.

In 2001, I was appointed Managing Director and had the privilege of helping guide the firm through a period of significant growth and change.

What do you think has helped Kreischer Miller last 50 years in an industry that has seen so much consolidation?

The people, without question. We’ve had a healthy mix of professionals who came from large, international firms and those who were homegrown talent.

Plus, we’ve always been intentional about our partnership path. At Kreischer Miller, you can’t become a partner unless you’re adding value beyond technical work. Delivering excellent client service isn’t enough—you also need to help grow the business.

What’s kept us strong is our ability to evolve while staying true to our values. We’ve always delivered value and built great client stories.

What accomplishments are you most proud of from your time as Managing Director?

There are several. We successfully navigated the 2008 financial crisis, which was a real test for everyone. We completed a merger with Hege Kramer, which had a big impact on our growth. We moved into a new office that gave us room to expand. And we hired key leaders in marketing, HR, and IT to help support that growth.

One of the biggest things I’m proud of is helping transition the firm from founder-led to next-generation leadership. Jack was a huge figure, and I know he worried that the firm’s success was tied to him personally. But we proved we could keep growing and evolving even after he stepped back.

We also stayed independent—and that was intentional. We never entertained acquisition or private equity offers because no number felt worth giving up what we had built here.

What surprised you the most during your time at Kreischer Miller?

I thought I understood what the Managing Director role entailed, especially after working closely with Jack. But the job was more complex than I expected, particularly when it came to managing generational differences in the firm. That ended up taking more of my time and energy than I anticipated.

Another surprise was how we institutionalized business development. Early in my career, new clients came to the firm through personal relationships. I never imagined we’d reach a point where people would come to us because of our brand and service offerings, not just because they knew someone.

What advice would you give to people entering the profession today?

Find ways to add value and develop your business acumen. This is a personal business—you need to get out there, meet people, and talk to them. You can grow a book of business in a way that fits your own style and personality.

Also, treat this as a profession, not just a job. That means committing to lifelong learning—reading, watching, listening, and staying curious. Expect to work hard, but in an environment where you are constantly growing.

And remember, clients aren’t paying us for an audit or a tax return—these are scorekeeping compliance tasks that all reputable firms offer. Our clients pay for everything around it: the insights, the advice, and the value we deliver.

Where do you see the profession heading from here?

There’s a lot of uncertainty right now, especially with the rise of private equity in the profession. I worry about the impact that could have on independence and firm culture.

That’s why I’ve always loved that we’re our own firm. We’ve got something special here. Our international headquarters are in Horsham, where we work together under one roof and with approachable leaders. Our culture is strong. And we’ve always prioritized doing what’s right for our people and our clients.

What kept you up at night as a leader?

The people. Always the people. I cared deeply about our team and their families. We made big investments in our people and sometimes that meant sacrifices—even for partners. But it was worth it. The quality of our team members has led to our success over the past 50 years.

I never worried about our talent pipeline or our market position. If anything, I was energized hearing that our competitors thought they didn’t stand a chance when we were in the mix and that the next great hire was just around the corner.

Final reflections?

Jack taught me to always invest in good people—before you have a need. That advice stayed with me. If you see someone great, bring them in. The rest will follow.

And even as we’ve grown and changed, the promise the firm was founded on has stayed the same:

  • World-class people
  • Exceed expectations
  • Add value
  • No surprises

That’s what Kreischer Miller has always stood for—and I hope always will.