‘There’s no such thing as a silly question here’ – three young professionals on confidence, growth and finding their place

From overcoming imposter syndrome to building an impressive portfolio of professional skills, KPMG is fostering an inclusive environment where young talent can thrive

For Malcolm Scarlett-Russell, a career in finance “always felt like a ceiling I couldn’t ever reach in this life”. Having missed a year of school as a teenager due to a serious hip injury – one that temporarily left him in a wheelchair with a 75% chance of never walking again – his sense of possibility shrank and he was left feeling like he was falling behind his peers.

When he landed a place on a KPMG apprenticeship scheme three years ago, these doubts followed him. Feeling self-conscious about his south London accent, Scarlett-Russell says he initially “tried to speak the Queen’s English” at work.

Eventually, the strain of imposter syndrome became too much. “I told my manager I can’t do the work because I’m being one person at home, and acting like somebody else at work,” he remembers. “She said: ‘Malcolm, we didn’t hire you to be royalty. You’re here because you’re good at the job. We need you to come to work as you are …’”

“Come as you are” is one of KPMG’s key doctrines. Built on the idea that individual backgrounds and perspectives strengthen the organisation, this approach is reflected in the big four giant’s impressive social mobility stats: 44% of staff come from non-professional backgrounds, while it aims to have 29% of its partners and directors from working-class backgrounds by 2030.

It’s a philosophy that has helped Scarlett-Russell thrive. Now 22 and working as a consulting apprentice, he has visited parliament with an external network, plans Black History Month events for the firm, and has been nominated for awards. Scarlett-Russell’s success is also thanks to his work ethic and the degree-level training on the apprenticeship.

Just like Scarlett-Russell, Luka Stolic is no stranger to self-doubt. Three years ago, he joined KPMG’s Birmingham office on an audit apprenticeship directly from school. “When walking into a big four firm, imposter syndrome is a big thing,” he says, adding that it takes a bit of time to get used to.

Stolic, an audit associate, now talks of “being in rooms with CFOs and challenging them on financial statements” and credits KPMG’s flat hierarchy for helping to build his confidence, which could see him hot desking beside an apprentice one day and a senior partner the next. This year, he’s got the opportunity to work on an international audit project in the US – something he never expected to experience so early in his career.

All KPMG apprentices receive stellar support, with managers, mentors or “buddies” (recent apprentices who help newcomers settle) forming a friendly safety net. Ciara Ferguson, 24, has experienced this support first-hand during what she describes as a “wobble” one year into her audit apprenticeship in Manchester.

“My nan was having medical treatment and I wanted to return home to London,” she says. “KPMG arranged for me to move. Then, something weird happened. I thought, ‘I can’t leave these colleagues! They’re too nice!’ So, I called my performance leader and told them I wanted to stay. I’ve never worked somewhere where people genuinely care about you like this.

“There’s no hierarchy in terms of partners and apprentices,” she says. “We sit in the same room and apprentices feel like they can approach anyone … it helps you grow in confidence.”

Scarlett-Russell agrees. “One of the reasons I wanted to work at KPMG is because it’s a people firm,” he says. “If you want to have an honest conversation, [everyone] wants to help. Nobody judges if you don’t understand something … there’s no such thing as a silly question here.”

That’s not to say degree-level apprenticeships are easy: Ferguson, Stolic and Scarlett-Russell have all had to knuckle down and work hard. “There used to be a perception that apprentices are only there to make the teas and coffee,” says Stolic. “It’s not like that at all: we’re doing real, solid work.”

Stolic’s audit work sees him examining organisations ranging from FTSE 100 firms to charities to ensure their annual accounts and sustainability claims paint an honest picture of their financial health and ethical standards. Sifting through their balance sheets and cashflow statements doesn’t just require sharp numerical ability, but communication skills too.

He says that when carrying out an audit he has to approach firms for invoices, contracts and lease agreements. “Being in these challenging conversations teaches you a lot about external communication.”

Apprentices typically juggle this busy client work with studying for exams. Keeping up with both demands can be challenging, says Scarlett-Russell. “I’ve done seven exams in the last three years, but each exam takes two months to prepare for, along with writing quarterly 3,000-word essays,” he says.

To prevent burnout, KPMG has hardwired wellness into its culture. Ferguson says if she gets stressed “my manager will notice it before I do”.

Likewise, Scarlett-Russell’s team ensures he always has time to exercise. “Running is important for my mental health,” he says. “No matter how busy I am, my bosses ensure I always have time for my run.”

With a high percentage of millennial and gen Z employees, KPMG has a young workforce. It empowers junior employees by giving them exclusive access to emerging technologies such as AI.

“Nobody here sits around thinking they know everything,” says Scarlett-Russell. “Whenever new tech comes out, we’re the first to use it. We’re always in a learning mindset of development and innovation.”

Even KPMG’s dress code reflects its “come as you are” ethos and you can mostly wear what you want, “as long as the work gets completed”, says Scarlett-Russell of the “dress for your day” policy. “Seeing the most serious person at work [sometimes] come into the office wearing Air Force 1s helps you understand them so much better,” she adds.

The combined effect of this open culture, hard graft, plus tough-but-transformative apprenticeships? Young recruits feel they can grow in confidence and flourish at a pivotal stage of their careers.

Stolic’s confidence is also boosted by the knowledge that his apprenticeship covers exactly the same work as graduates who enter the firm. “When we qualify, we have the same opportunities.”

The financial independence of earn-while-you-learn apprenticeships also helps, says Ferguson. “There’s a misconception that apprentices miss out on the fun student lifestyle. If anything, it can be better because you’ve got the end-goal of a career, but also money to enjoy yourself. I’ve seen university friends struggle. I don’t think I could eat instant noodles for three weeks straight!”

All three apprentices have big-picture ambitions. Scarlett-Russell wants to be a KPMG manager by 2031; Ferguson hopes for an overseas secondment; Stolic has his sights set on becoming a partner.

For now, though, their ambitions are being shaped and strengthened by a culture that allows them to fully be themselves. As Scarlett-Russell says: “When you feel comfortable at work, it makes you much more willing to be your best.”

Find out more about where an apprenticeship with KPMG will take you