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Back in 1998, when Sam joined Ernst & Young, he was looking for a way to continue growing and succeeding in his career. Having been in the financial world for a while, he wanted to work with clients in a more meaningful way. At EY, Sam gained an opportunity to blend what he knows with a more operational role, and now he really feels he can make a difference for clients. "From the beginning, I felt like EY has a culture where I can thrive," he explains. "I felt I was too far along in my career to have to do ceremonial things to prove that I belonged here. I was really more interested in being able to do what I do best and let that speak for itself. And I felt EY's culture allowed me to reach my potential and be successful."

"I felt this backdrop only gave me more opportunities," he continues. "At the end of the day, I knew I wanted to be in a role where I can be measured; I know exactly what I'm accountable for, and I'm given the resources and tools to achieve those goals. In that situation, if I fail, it just wasn't in the cards for me, and I can take those hits. EY gives me the environment where I can succeed—that's the kind of environment I prefer to be in."

Sam believes the most important thing that EY has done is to create an environment where there are now discussions of substance happening. "We are talking about diversity issues for real," says Sam. "We are talking about the obstacles that stop us from being the firm that we want to be. We are challenging the firm's leadership about why things aren't happening faster. I think we are making more investments so that we are really "walking the talk". More importantly, we are having the substantive dialogue that I think is so critical to being able to make change in any organization. That, to me, is the part that is so liberating. The firm has moved beyond the pleasantries, into the truth of it which has created substantive results." Speaking truthfully, acting with integrity, caring for people you work with—these are a few of Sam's core beliefs, and also key success drivers he feels he shares with colleagues and staff at EY.

"I think EY does a good job with providing an environment to support our people," says Sam. "Through mentoring, formal training and experiential learning, we motivate our people to want to learn and to grow. We preach: 'You are not out there by yourself. There are a lot of people in the firm here to help you, so don't try to make big decisions by yourself, always ask questions and consult….' That type of interaction on a daily basis creates a great opportunity to grow."