Most companies need a steady stream of talent to enter, then move up in, the organization. But at most companies, the care and feeding of that talent stream is often a bit fragmented; recruitment is largely an HR function, while succession planning--to the extent there is any--is left in the hands of executive leadership. Development of the candidates in that stream frequently is an ad-hoc sort of afterthought. But not at KPMG, the U.S. audit, tax, and advisory firm headquartered in New York. This article describes the life cycle talent management and career development curriculum the firm has built to make sure it gets plenty of new talent at the entry level, and that it develops that talent to rise as far in the organization as possible, guaranteeing a more stable organization that never lacks for internally grown expertise.