Pieter Van Staden, Senior Manager
Senior Manager
Current Experience:
Senior Manager at SNG Grant Thornton · Full-time Jan 2014 - Present · (11 yrs 9 mos)
Past Experience:
Partner at JCJ Robbetze & Partners Sep 2009 - Jan 2014 · (4 yrs 5 mos)
Audit Manager at Woest Malan Wenhold Inc. Sep 2007 - Apr 2009 · (1 yr 8 mos)
Assistant Audit Manager/Senior Accountant at DVS Chartered Accountants Incorporated Jan 2006 - Aug 2007 · (1 yr 8 mos)
Young Professional (Audit Intern) at DE van Straten & Co Inc. · Internship Nov 2000 - Jan 2005 · (4 yrs 3 mos)
Qualifications:
Bachelor of Accounting Science
Country of Residence:
South Africa
LinkedIn Profile:
“You can’t control the waves, but you can learn to surf.”
Pieter van Staden isn’t just quoting a mantra, he’s lived it.
From pioneering national systems at SNG Grant Thornton to mentoring the next generation of accountants, Pieter’s story is a blueprint for Business Accountants who refuse to stay small. He’s proof that technical brilliance and people leadership don’t have to be separate lanes.
If you’ve ever wondered how to lead a team, fix a broken process, and stay sane during tax season, you’ll want to read every word of this profile.
What time do you usually wake up on weekends?
06:30 AM
Are you an early bird or a night owl?
Night Owl
How do you spend the first hour of your day?
The first hour of my morning sets the tone for the rest of the day. I start by reviewing my calendar and task list to spot high-priority items, client deadlines, and areas where the team might need support. I like to handle work that requires the most focus, like reviewing financials or overseeing key projects, while my mind is still fresh. I also check in with the team to align on priorities and clear any roadblocks. Having that structure early on helps me stay productive and ensures the team can move forward smoothly.
What sparked your interest in accounting or finance?
My interest in accounting started with a curiosity about how businesses run and how financial decisions drive results. I was drawn to the structure and clarity that accounting offers, and while I’ve always enjoyed working with numbers, what really fascinated me was how financial data tells a bigger story. That curiosity grew into a passion for helping clients understand their finances, stay compliant, and make better decisions. As my career has developed, I’ve stayed engaged by the mix of technical precision, problem-solving, and the chance to lead and mentor others in delivering quality work.
Can you share some key career milestones or defining moments?
Over the course of my 20+ year career, there have been several milestones that shaped both my professional journey and my leadership style. Becoming a partner at Robbetze & Van Staden was a major turning point, teaching me how to balance strong client relationships with operational excellence. After our merger with SNG Grant Thornton, I moved into a senior management role, leading a team of 14 professionals. One of my proudest achievements during that time was designing and implementing the Independent Review working paper nationwide, which combined technical expertise with tangible national impact. Another defining moment was being appointed SAIPA Training Officer for the North West, an experience that strengthened my passion for mentoring and developing the next generation of accountants. Each of these moments has shaped me as a leader, reinforced my adaptability, and allowed me to make meaningful contributions to the profession.
What is your role within your company’s finance department?
As a Senior Manager, my role extends beyond the typical finance functions. I lead a team that delivers accounting, independent review, and compilation services to a wide range of clients, from individuals and trusts to companies. I’m responsible for planning engagements, reviewing work for technical accuracy, and ensuring compliance with ISRS 4410 and ISRE 2400 standards. I also manage WIP and budgets, track team performance, and contribute to firm-wide improvements, such as designing and rolling out the Independent Review working paper nationally. In addition, I serve as a SAIPA Training Officer, where I mentor trainees and support the development of future accountants. My work combines technical expertise, strategic oversight, and leadership to help the firm achieve its financial and professional goals.
How do you contribute to the overall financial strategy of the business?
I contribute to the business’s financial strategy by making sure our day-to-day operations support long-term goals. This involves overseeing accurate financial reporting, managing WIP and budgets, and ensuring full compliance with regulatory standards. I also focus on spotting cost-saving opportunities and introducing process improvements that enhance efficiency. Through performance reviews and data analysis, I provide insights that guide decisions on resource allocation and client engagement. Beyond the numbers, I mentor junior staff and uphold high-quality standards, helping the team contribute to sustainable growth and profitability.
What is one of the biggest challenges you’ve faced in your role? How did you overcome it?
One of the biggest challenges I’ve faced was standardizing the Independent Review process across multiple offices nationwide. Each region had developed its own practices, which led to inconsistencies and inefficiencies. To resolve this, I created a comprehensive working paper template aligned with ISRE 2400 standards and guided its rollout across the firm. This involved collaboration with different teams, conducting training, and managing the change process to secure buy-in at all levels. The result was a unified national approach that improved quality, streamlined reviews, and strengthened compliance. The experience highlighted for me how critical clear communication, adaptability, and a balance of technical expertise with empathy are in driving lasting change.
What tools or strategies do you use to manage the financial operations of the company effectively?
To manage financial operations effectively, I combine the right tools with consistent strategies. Software such as CaseWare, Xero, and Pastel Partner supports accuracy and efficiency in reporting, reconciliations, and compliance. I also use real-time data and dashboards to track WIP, budgets, and team performance, which allows me to make timely adjustments. On the strategic side, I emphasize standardized processes, clear expectations, and regular file reviews to maintain quality. Mentorship and team development are equally important, as they build accountability and foster a high-performance culture. Together, these tools and practices give me strong operational control, enable better decision-making, and support long-term financial stability.
Share your strategies for staying balanced, especially during busy periods.
Balancing the demands of accounting, especially during peak periods like reviews or tax season, takes both discipline and flexibility. I rely on structured time management, using tools like Dext to automate routine tasks, and delegate effectively to keep the team running smoothly. I also set clear boundaries, such as protecting personal time and taking short breaks during long review sessions, to stay focused and avoid burnout. Regular exercise, ongoing learning, and mentorship, both giving and receiving, help me stay grounded. By combining technology, teamwork, and self-care, I’m able to maintain accuracy under pressure while protecting long-term well-being.
What do you enjoy outside of work?
Outside of work, I recharge by spending time at my coastal hideaway in Reebok, a seaside town where my sister and I share a special family place. The ocean has a way of resetting my energy. When I’m back in Rustenburg, I enjoy reading, spending weekends with family around the braai, and exploring new tech ideas. That balance between quiet seaside time and engaging activities helps me stay grounded and ready to take on professional challenges with focus and clarity.
Do you mentor or support other team members in the finance department?
Mentorship is central to my leadership approach. As a SAIPA Training Officer and Assessor, I support my team through hands-on coaching, guiding junior accountants through complex ISRS 4410 compilations, reviewing files in real time to refine their IFRS application, and creating safe spaces for practicing client communications. I combine structured training with progressive responsibility, starting with shadowing and gradually empowering team members to lead engagements themselves. My feedback emphasizes strengths while framing growth areas as opportunities. Watching former trainees now lead their own teams is incredibly rewarding, and investing in people in this way ultimately strengthens our entire finance function.
What advice would you give to someone aspiring to work in a finance department?
To succeed in a finance role, it’s important to develop both technical expertise and business awareness. Build a strong foundation in accounting principles, financial reporting, and data analysis tools like Excel. Equally important are communication skills, being able to explain complex financial concepts to non-finance colleagues is key. Gain practical experience with financial systems such as CaseWare, Draftworx, Sage, or Xero, and understand how your role contributes to broader business goals. Stay up to date on industry trends and regulations, pursue relevant certifications like SAIPA, CIMA, or ACCA, and make the most of networking and mentorship opportunities. Above all, cultivate a problem-solving mindset, great finance professionals don’t just report numbers; they turn them into insights that guide better decision-making.
“You can’t control the waves, but you can learn to surf.”
Share a leadership lesson or a piece of advice that’s been valuable to you in your career
One of the most valuable leadership lessons I’ve learned is to surround yourself with people who challenge you, not just agree with you. Early in my career at DVS Chartered Accountants, a mentor pushed me to defend my audit approach with data rather than tradition, an uncomfortable experience that helped me grow. Today, as a leader at SNG Grant Thornton, I make it a point to seek diverse viewpoints from my team, especially when reviewing complex files. This approach helps us identify blind spots and generate new ideas, such as when we revamped the national Independent Review working paper system. True leadership isn’t about having all the answers; it’s about creating an environment where the best ideas can surface, even if they don’t come from you.
What’s something surprising about you that isn’t in your professional bio?
Something surprising about me is that I’m a big fan of live performances. Whether it’s music, theater, or comedy, I really enjoy the energy of a live audience and seeing the creativity that goes on behind the scenes. It’s a fun contrast to my usual professional routine.
If you could have any superpower to help you in your job, what would it be?
If I could have any superpower for my work, it would be the ability to instantly synthesize data. I’d be able to absorb complex financial information and immediately spot patterns, risks, and opportunities. The right insight at the right time can make all the difference, whether it’s uncovering a hidden cost-saving, identifying a compliance issue, or spotting a growth trend that others might overlook.
What’s your go-to strategy for staying productive during long workdays?
My strategy for staying productive during long workdays is to structure my time into focused blocks, with short, intentional breaks. I tackle the most demanding tasks, like financial reviews or mentoring, when my energy is highest. Setting clear priorities helps me maintain momentum and avoid burnout. I also step away briefly to recharge, whether it’s a quick walk or a pause from the screen. Delegating effectively keeps my team engaged while freeing me to focus on strategic priorities. Balancing structure, focus, and flexibility is key, and yes, my iWatch reminders help keep everything on track.
If you could relive one day from your career, which day would it be and why?
If I could relive one day from my career, it would be the day we successfully launched the Independent Review working paper across all SNG Grant Thornton offices nationwide. It was the culmination of months of planning, collaboration, and hard work. That day marked a real turning point, not just in improving our processes, but in standardizing quality firm wide. Seeing teams from different regions adopt something I had built from scratch was incredibly rewarding. It reinforced for me that effective leadership isn’t just about oversight, it’s about creating tools that empower others to excel. The sense of impact, teamwork, and professional pride made it a truly memorable moment in my career.
Pieter's journey reminds us of that real leadership in accounting isn’t about job titles, it’s about creating tools, people, and systems that outlast you.
You don’t need a Big Four badge to lead at this level. You need vision, guts, and support.
Join CIBA and we’ll show you how to lead like Pieter, with impact, recognition, and real authority.
Profile sponsored by the Chartered Institute for Business Accountants
Not yet a professional designated accountant?
CIBA is the professional body for all accountants.
We offer designations for each stage of your finance career:
➥ Bookkeeper
➥ Financial Administrator
➥ Financial Accountant
➥ Financial Manager
➥ Chief Financial Officer
➥ Accountant-In-Practice
Become a CIBA Member
Your first step towards a professional designation
