When the former Comptroller General of the United States joins a Global Mobility show, the conversation goes beyond visas and policies—it becomes a masterclass in governance, economics, and strategy.
On a recent episode of The View from The Top, we had the rare honor of welcoming The Hon. David M. Walker, who served nearly a decade as Comptroller General of the U.S. and led the Government Accountability Office (GAO). David has worked with presidents from Reagan to Biden and has chaired the audit committee of the United Nations. His unmatched perspective offered critical lessons for mobility professionals navigating today’s complex geopolitical and fiscal landscape.
David described his three-pronged approach at the GAO—Oversight, insight, and foresight. While many organizations stop at oversight, he emphasized the need for proactive planning based on data and trends. His call for future-focused, resource-constrained, outcome-oriented strategic planning applies as much to government as it does to corporate mobility programs.
One of David’s core messages was that economic power is the leading indicator of a superpower’s rise and fall. Without fiscal discipline, countries risk losing their diplomatic influence, military capabilities, and societal cohesion. With the U.S. now spending $7 trillion annually but only collecting $5 trillion in revenue, the urgency of fiscal reform has never been greater—and the implications for international business are profound.
Walker warned that uncertainty in trade policy—Particularly regarding China—has a chilling effect on global mobility. Nearshoring and reshoring trends may reduce cross-border moves in the short term, but longer-term stabilization could unlock new mobility opportunities. His view? Mobility professionals should prepare for both outcomes and build resilience into their programs.“The biggest concern I have is with China—we are unduly dependent on them for critical resources like rare earth materials, materials for prescription drugs, and also for high-end semiconductors." Strategic planning and alliances are essential.
David underscored the need for a comprehensive human capital strategy that includes immigration, education, and upskilling. He addressed the challenges of U.S. immigration, particularly the limitations for individuals to self-sponsor, and stressed the importance of employer enforcement, skills-based entry, and pathways to citizenship.
In response to audience questions, Walker offered advice on how global mobility professionals can better support talent during periods of organizational change. His answer: Be proactive, anticipate rightsizing trends, and offer strategic workforce support, especially in non-unionized, fast-moving corporate environments like the U.S.
David closed with reflections on trust and stewardship—two concepts he believes are in short supply. “Trust is everything,” he said. “It’s hard to earn, easy to lose. And if you're not focused on the next generation instead of the next election, you're not doing your job.”
Watch the recording of Mobility Meets Washington
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