In this Future of Tax interview, Dina Shapiro, Chief Tax Officer at Marsh, reflects on how the tax function is evolving from a compliance‑led role to a strategic business partner. While foundational obligations remain critical, she emphasizes that rising regulatory complexity, governance expectations, and advancing technology are shifting tax work toward judgment, insight, and commercial impact. Dina highlights curiosity, clear communication, and broad experience as the skills most essential for success, underscoring the importance of people‑centric leadership in building resilient, future‑ready tax teams.
Dina’s journey into tax began in law school, shaped not by a pre‑defined plan but by exposure to compelling real‑world dealmaking. Early mentors played a substantial role in helping her clarify what she wanted – pushing her to think not just about the next step, but five and even ten years ahead. Those conversations helped her realize that she was drawn to roles where she could combine intellectual problem‑solving with people development and leadership.
Rather than pursue partnership at a firm, Dina recognized early that she wanted to build and run a tax function, influence strategy, and have a direct, long‑term impact on people and the business: “I always liked digging into issues and other puzzles, but I also loved helping people grow. Running a department, influencing others – that’s what excited me.” That clarity ultimately steered her toward in‑house leadership roles.
During our conversation, Dina emphasized that the tax function’s purpose has fundamentally broadened. For her, compliance and provision remain the non‑negotiable foundation – essential for protecting brand, reputation, and investor trust. But the modern tax team must move well beyond statutory requirements.
She believes that real value comes from partnering with the business, understanding commercial drivers, guiding decisions with a risk‑aware mindset, and helping shape strategy. Tax professionals today must see themselves as connectors – translating complex rules into business‑ready insights and finding opportunities to support growth, efficiencies, and integration.
This requires teams to be externally aware, commercially engaged, and highly responsive. As Dina said, “You can’t have your head down anymore. You have to be an ambassador. You need to know what the business is doing so you can add value to it.”
While the industry often focuses on AI as the big disruptor, Dina views regulatory and environmental changes as the more significant forces reshaping tax. She described how past norms, structures, and even official rulings – once considered reliable – have rapidly become obsolete as global tax authorities evolve their views and enforcement posture.
This shifting environment demands stronger documentation, faster response times, and more thoughtful and sustainable planning. The ‘right answer’ is no longer static – “The bar on what the ‘right thing’ is keeps moving, and that’s the challenge” – the expectations for governance and substance have risen dramatically.
Technology, however, is unquestionably accelerating change within compliance. Emerging tools are transforming data flows from general ledger systems into provision and eventually into tax returns. As automation handles more of the mechanical work, practitioners will increasingly focus on investigating anomalies, identifying missed opportunities, and applying deeper judgment. In Dina’s view, this makes compliance more engaging – not less – and elevates the skills required to thrive. More broadly, technology – and AI in particular – will continue to drive change, and those who partner with it, rather than simply use it, will be well positioned to deliver more impactful and higher‑quality work in the future.
When discussing hiring and talent development, Dina was unequivocal: curiosity tops the list. For her, curiosity signals appetite for learning, the willingness to ask questions, and the drive to understand the “why” behind the work. It fuels both technical growth and the ability to partner effectively with the business.
Communication is a close second. As the tax function becomes more integrated into strategic decision‑making, professionals must be able to articulate complex concepts clearly, confidently, and in plain language – especially when engaging non‑tax stakeholders.
She sees real value in cultivating generalists who understand a range of areas – compliance, planning, provision, transfer pricing, and risk management. Breadth creates optionality, prepares future leaders, and makes careers more fulfilling. Specialized depth still has its place, but Dina believes a broader foundation opens more doors.
Her team focuses on understanding individual interests, providing varied experiences, and allowing professionals to co‑design their development path.
When it comes to motivating her team, Dina places significant emphasis on helping people connect their daily work to meaningful outcomes. Whether it’s supporting regulatory filings, enabling an acquisition, optimizing funding, or safeguarding compliance, she makes sure her team sees the tangible influence they have on the business.
She also underscores growth – offering diverse project opportunities, technical and leadership development, and long‑term career pathways. People feel engaged when they know they are learning and when their contributions matter.
But she is equally clear about the dual responsibility: leaders can provide opportunities, clarity, and support, but individuals must take ownership of their careers. Dina expects her team to lean in, seek experiences, and stay invested in their own development – meeting leadership halfway.
Culture is another key theme. Having worked across different environments, she now prioritizes workplaces where people speak openly, challenge one another constructively, and follow through on commitments. Early in her career, like many, Dina “chose the job for advancement and money” but she now chooses culture – “A place where people say what they mean, challenge each other, and still have each other’s backs.” For her, the best teams combine high performance with genuine mutual support. Who she works with (and for) and how colleagues are respected is primary for her at this point in her career.
Reflecting on her own path, Dina shared guidance for aspiring tax leaders. First, there is no substitute for hard work and breadth of experience. Early in her career, she accepted every opportunity – no matter how unglamorous – because each assignment expanded her knowledge and exposure. That accumulation of diverse experiences ultimately shaped her leadership readiness.
Second, she advocates for rigor in prioritization and presence. Rather than striving for a perfect balance, she now aims to be fully engaged wherever she is – immersed in work while at work, present with family while at home. This discipline, she believes, allows professionals to excel without sacrificing personal wellbeing.
Lastly, she encourages rising leaders to continuously refine their judgment, ask thoughtful questions, and stay adaptable. The tax landscape evolves quickly; those who stay curious, open-minded, and proactive will continue to grow and lead effectively.
My conversation with Dina highlighted the blend of commercial awareness, technical rigor, people‑centric leadership, and adaptability needed in today’s tax environment. Her insights offer a roadmap for professionals at all stages – from early‑career practitioners seeking direction to seasoned experts aiming to influence strategy.
In a field defined by change, Dina’s perspective underscores a timeless truth: the most successful tax professionals are those who stay curious, stay engaged, and stay committed to adding real, meaningful value.
If you would like to take part in the Future of Tax discussion series, get in touch and let’s explore a conversation from your perspective.
