Data & analytics and intelligent automation in · KPMG Shared Services and Outsourcing Advisory The...

Data & analytics and intelligent automation in finance1Q 2018 KPMG Global Insights Pulse

April 24, 2018

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Webcast facilitators

David Brown

Global Head,

Shared Services & Outsourcing

Advisory and Principal,

KPMG in the U.S.

Morris Treadway

Global Head,

Financial Management and

Principal

KPMG in the U.S.

Stan Lepeak

Director,

Global Research,

Management Consulting,

KPMG in the U.S.




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KPMG Shared Services and Outsourcing Advisory

The Shared Services and

Outsourcing Advisory practice

brings a specialized team of

more than 1,000

professionals within

KPMG’s global network of

independent member firms

operating in 154 countries

and territories. They help clients

design, build, and manage IT and

business processes across the

enterprise.

► Who they are

KPMG professionals help

member firm clients align their

business strategy, organization

and execution to enable them to

manage the entire IT and

business process life cycle,

helping improve business

performance and laying the

groundwork for genuine business

transformation.

► What they do

KPMG professionals apply

focused research, automating

tools, proprietary data, clear

business acumen, and a forward-

thinking mind-set to provide

timely, objective, and actionable

advice and practical approaches

for clients.

► How they do it




KPMG Enterprise Performance Management KPMG's Enterprise Performance Management (EPM) Center of Excellence supports KPMG

member firms as they assist clients to holistically align their business strategies with plans and

actions that help optimize performance, drive growth, and deliver sustainable value, resulting in

a competitive advantage.

KPMG firms in 154 countries and

territories bring clients a

specialized team of more than

1,250 EPM professionals

worldwide. They help member

firm clients manage and execute

their business and financial

strategies to improve decision

making and help optimize

performance across various

business domains and functions.

► Who they are

KPMG professionals help

empower organizations with the

ability to dynamically manage,

analyze and predict their

business performance so they

can anticipate and adapt swiftly

to market conditions.

► What they do

Enabled by technology, EPM

analyzes internal and external

data to improve performance by

aligning strategies, plans,

decisions and actions through a

tightly integrated capability

across people, process and

technology that embeds leading

practices to enable a continuous

improvement process and

culture.

► How they do it




Polling question 1

In which of the following industry group(s) does your organization operate?

► Business or IT service provider

► KPMG employee

► Financial services

► Diversified industrials/manufacturing

► Energy and natural resources

► Healthcare and pharmaceuticals

► Retail consumer goods/food and beverage

► Technology

► Government/Education

► Other

Select one:




• Global Insights Pulse launched in 2004 by EquaTerra*

• Key component of global KPMG market research program

• Data & analytics (D&A) and

IA’s impact on finance

– The use of D&A in

finance

– The use of IA in finance

– Additional finance trends

and initiatives

• Call center/customer care

• finance and accounting

• Human resources

• IT

• Procurement

• Real estate and facilities

management

• Vertical industry BPO

• Emerging BPO/KPO functions

KPMG Global Insights Pulse

The surveys are a quarterly review of global business services (GBS) and intelligent

automation (IA), related service delivery market trends, and individual observations from the

“front lines.”

• KPMG’s global network of

advisors focused on:

– Sourcing advisory

– Financial management

– IT

– People and change

– Business operations

• KPMG market research

Focus on performance,

trends, and future state

* KPMG LLP (U.S.), KPMG Holdings Limited (UK) and KPMG International acquired the business and subsidiaries of advisory firm EquaTerra, Inc. in February 2011.

Input sources: Topics evaluated: Primary functional focus:




Key findings

Most organizations have either some or extensive

efforts under way to overhaul their finance target

operating models (TOM) often leveraging extreme

automation, with a goal of creating a future of finance

enabled and driven by D&A and IA technologies and

techniques.

Cost and headcount reduction and increased

process efficiency (over process effectiveness) are

still the top finance goals and initiatives in general

and in the use of robotics process automation (RPA).

Enabling profitable growth is the top more strategic

goal and initiative overall and in the use of D&A.

The goals driving the usage of machine learning (ML)

and artificial intelligence (AI) are improving finance

insightfulness and shifting work activities toward

more value-added and strategic activities.




Agenda

The use of IA in the finance function2Additional trends and initiatives in the finance function3

The use of D&A in the finance function1

The use of D&A in the finance function




The evolution of analytics – an introduction

What happened?

— Example: Revenue by

dimension (geography,

product, service, and

customer)

— Emerging technology:

Cloud and in-memory

computing

— What will change:

Automation and speed of

transactions

Why did it happen?

— Example: Self-service and

root cause analysis

(explanations of variances)


EPM digital delivery

— What will change: Speed

of analysis with narrative

capabilities

What will happen?

— Example: Future estimates

of revenue and profitability

based on demand drivers


Machine learning, and

unstructured data

processing


Predictive analytics and

modeling

What should we do about it?

— Example: Strategic scenario

analysis of opportunities to

improve profitable growth

(new markets, customers,

services, and channels)


AI/cognitive big data analytics


Hypothesis generation;

advanced customer and

market analysis

Data Integration Analytics Capabilities Culture Change

DescriptiveDiagnostic Predictive

Prescriptive

Foundational Leading Edge




Top 2018-19 finance goals and initiatives

Note: Ranking for top two goals and initiatives are similar across all geographies,

though Europe ranks them higher than other regions.

Contribute to and enable

reducing costs across the

enterprise as a whole

Invest in IA to

reduce labor and

drive efficiencies

Reduce costs and

optimize the finance

service delivery model

3

2

1

Invest in D&A technologies and capabilities

to provide actionable insights

Invest and enhance finance talent and skills of staff

Move to the cloud for applications and processes

Implement or upgrade ERP systems

Address and comply with regulatory

and accounting changes (e.g., IFRS)

Improve planning integration and forecasting accuracy

Apply financial D&A to identify opportunities

to improve profitable growth

10

9

8

7

6

5

4




Top business issues addressed by D&A efforts

Top-line revenue growth

Profitable growth

Cost reduction

3

2

1

Supply chain optimization

Regulatory and accounting changes

Dynamic pricing strategies

Customer experience

7

6

5

4




Priorities in finance: D&A

Low priority

Moderate priority

High priority

Investing in Data &

Analytics for use by the

finance function

3%

8%

42%

31%

17%




Polling question 2

► High priority

► Moderate-to-high priority

► Moderate priority

► Low-to-moderate priority

► Low priority

► N/A, do not know

How big of a priority is the use of D&A in your organization’s finance function?

Select one:




Finance maturity on the D&A continuum

Very immature

Somewhat mature

Very mature

Descriptive

(What happened?)

Diagnostic

(Why did it happen?)

Predictive

(What will happen?)

Prescriptive/Cognitive

(What should I do about it?)

4%

12%

45%

31%

9%

7%

26%

53%

13%

2%

26%

43%

26%

4%

1%

44%

31%

21%

3%

1%




What is required for finance to increase D&A maturity levels?

Better process integration

between D&A tools and legacy

operational IT systems

Enhanced business acumen to

ask the right questions/what is

important to measure/manage

Improve accuracy of data

3

2

1

Invest in ML and AI technologies to

improve insights and analysis

Establish a D&A COE to focus on data

management and house data scientists

Executive management support and

engagement to exploit the value of D&A

Improve skills among finance staff

to leverage the D&A information

Improve speed and access to data

Automate BI and standard reporting to improve

data visualization/self-service analysis

9

8

7

6

5

4




Polling question 3

What do you think is the key requirement for your organization to become more

mature in its use of D&A?

► Improve accuracy of data

► Business acumen to ask right questions/know what is important to

measure/manage

► Better process integration between D&A tools and legacy operational IT

systems

► Automate BI and standard reporting to improve

data visualization/self-service analysis

► Improve speed and access to data

► Improve skills among finance staff to leverage the D&A information

► Executive management support and engagement to exploit the value of D&A


Select one:




How can finance close the gap?

Finance must equip itself with the right tools, skills, and capabilities to

address critical questions with newfound speed, accuracy, and effectiveness.

Financial and operational

measurements fully aligned to

business strategy

Automated data management,

performance reporting and improved

speed of access to information

Integrated planning (strategic,

business, and financial) supported

with scenario analysis and

predictive modeling

Agile, real-time integration across

financial and operational systems

Finance provides leadership for

an enterprise analytics CoE

Elevated business partnering

and cross-functional

collaboration

AI processing big data and

generating advanced analytics

Finance leading the enterprise

data strategy

Key

capabilities




Questions to consider

Do you see your role in finance to

challenge the business to make

better decisions?

How is strategy connected to

financial and operational plans

and measures?

To what extent are your

foundational analytics

(descriptive and diagnostic)

automated?

Do you have the skills and

capabilities to use the

analytical information if it is

available?

Who owns D&A in the organization

today? What’s the role of data

scientists?What is finance’s role in data

management & governance

(beyond traditional controllership)?

Insights and analysis

What use cases would add

the most value to apply

leading edge (predictive and

prescriptive) analytics?




What can you do about it?

1) Know what to measure

and analyze:

— Align your measurements with enterprise strategies and

performance.

— Identify the foundational measures and analytics.

— Look forward with leading-edge insights to analyze and predict.

2) Employ emerging technologies:

— Drive the intelligent automation of foundational

measurements.

— Enable the generation of leading-edge insights and

analytics.

— Optimize data quality and access to analytics.

4) Develop business P\partnership

capabilities and culture:

— Understand the evolving roles of the finance function.

— Invest in the right skills and talent.

— Create a performance-centric and technology-enabled function.

3) Be the enterprise data steward:

— Shape the enterprise’s vision for insights and analytics.

— Develop the optimal delivery model for finance.

— Spearhead the evolution of an analytics-based organization.

People and data deliver the value, finance must transcend its role

as a record-keeper and become performance and enterprise focused.




Driving strategy, collaboration and decisions: “Insight leading to action” l Global insurance company

Issues:

― Information not enabling

decisions and actions.

― Viewing current year

rather than future

focused.

― Processes that are

inefficient, ineffective,

disconnected, slow, and

costly.

― Group and markets not

aligned.

― Technology not optimized

and used inconsistently.

Needs:

― Change behaviors.

― Improve collaboration.

― Get the data right.

― Clarify organization roles.

― Exploit technology

capabilities.

Outcomes:

— Balanced view of the

business.

— Forward-looking analysis

and driver based rolling

forecasts.

— Scenario modeling and

analysis with predictive

capabilities.

— Digitized management

information (MI) accessible

by markets, group, and

board executives.

— Single MI “pack” used by

all.

— Digital and mobile

delivered.

Forward-looking mind setFinance optimization Management insight

Management

questions:

― “Where are our best

opportunities to improve

profitable growth?”

― “How can we improve the

volume and value of new

business and renewals?”

― “What are our best opportunities

to reduce costs in the value

chain?”

― “What is the value from our

digital businesses and channels,

and how can we grow this?”

― “How can we integrate planning

to drive a new forward-looking

culture?”

The use of IA in the finance function




Extreme automation defined

The finance technology ecosystem will continue to evolve and be integrated.

Digital analytics and deliveryFinance will be delivered real-time, custom

insights via new mobile interfaces, thereby

driving accelerated decision-making

capabilities, allowing finance to positively

influence business outcomes.

Machine learningAdaptive technologies will radically change

the work that finance does through the use of

smart algorithms that can be leveraged to

accomplish activities and tasks.

Data management

Data management will no longer be an

aggregation of performance data; finance

will lead data strategy utilizing new data

sources (internal and external) to drive

deeper prescriptive insights.

Blockchain

Blockchain will accelerate transaction

recognition and provide enhanced security,

lesser storage requirements, and shorter

delivery cycle times; integration with cognitive

technologies will result in extreme automation.

RoboticsRobotic process automation (RPA) will drive

“extreme automation” within rules-based finance

processes , resulting in greater capacity for

value-added activities.

Natural language processingNLP will provide finance with unconstrained,

real-time information accessibility, beyond

just the numbers.

Cloud ERP and EPMCloud technologies will give finance the ability to

select best-in-class application solutions, real-

time data accessibility, and business-partnering

capabilities.

CognitiveCognitive technologies will advance

automation past execution through the ability

to reason and infer trends and patterns from

both structured and unstructured data.




RPA maturity in finance

Very immature

Somewhat mature

Very mature

Maturity of a typical

client’s finance function in

the use of RPA

38%

38%

20%

4%

0%




RPA goals & drivers for finance

20%

13%

7%

6%

3%

2%

26%

31%

18%

12%

6%

3%

39%

38%

39%

31%

19%

27%

10%

12%

23%

27%

43%

29%

5%

6%

13%

24%

29%

39%

Reduce reliance on offshoreand captive finance service centers

Reduce reliance onthird-party service providers

Produce standardand regulatory reports

Reduce head count

Improve processaccuracy and efficiency

Reduce costs

• Findings are generally similar across geographies.

• North America rates cost and headcount reduction goals and drivers the highest.

• Europe rates improve finance process accuracy and efficiency the highest.

Not at all a driver/goal Critical driver/goal




Polling question 4

What is the top goal and/or initiative for your

organization’s finance function relative to RPA?

► Reduce costs

► Improve process accuracy and efficiency

► Reduce head count

► Produce standard and regulatory reports

► Reduce reliance on third-party service providers

► Reduce reliance on offshore and captive finance service centers


Select one:




ML and AI maturity in finance

Very immature

Somewhat mature

Very mature

Maturity of a typical

client’s finance function in

the use of ML and AI.

57%

24%

16%

3%

1%




ML, AI, and RPA maturity in finance

Very immature

Somewhat mature

Very mature

57%

24%

16%

3%

1%

Finance ML/AI maturity

Very immature

Somewhat mature

Very mature

38%

38%

20%

4%

0%

Finance RPA maturity




ML and AI goals/drivers in finance

11%

12%

9%

9%

6%

8%

8%

25%

24%

11%

10%

11%

8%

7%

38%

35%

35%

32%

30%

27%

23%

20%

23%

35%

40%

37%

35%

39%

6%

6%

11%

10%

16%

21%

22%

Address finance skills shortage,be better business partners

Address finance skills shortages,perform advanced analysis

Support the development ofadvanced analysis tools and insights

Improve (e.g., insightfulnessand speed) planning efforts

Improve (e.g., insightfulness, speedand accuracy) forecasting efforts

Improve (e.g., insightfulnessand speed) analysis efforts to

support business decisions

Enable finance staff to spend moretime acting on analysis results versus

sourcing and manipulating data

• Findings generally similar across geographies

Not all a driver/goal Critical driver/goal




Polling question 5

What is the top goal and/or initiative for your organization’s

finance function relative to the use of ML and AI?

► Enable finance staff to spend more time acting on

analysis results versus sourcing and manipulating data

► Improve (e.g., insightfulness and speed) analysis efforts to support

decisions (e.g., profitable growth, pricing, reduce complexity, etc.)

► Improve (e.g., insightfulness, speed, and accuracy) forecasting efforts

► Improve (e.g., insightfulness and speed) planning efforts

► Support the development of advanced analysis

tools and insights for use by business units

► Address finance skills shortages to perform advanced analysis

► Address finance skills shortage among

finance staff to be better business partners


Select one:




How is extreme automation being applied?

Integrating digital labor with cloud ERPs and

other technology solutions to automate remaining

manual activities.

Leveraging the cloud and AI capabilities for

dynamic forecasting and analytical processes.

Enabling on-demand value delivery through mobile

and digital technologies.

Replacing EDI with blockchain to automate

and authenticate counterparty transactions.

Finance technology disruption is already in motion. What are you doing?




How are companies leveraging leading edge D&A?

Tech, media, and telecommunications

Question: How can we better manage our assets to optimize

performance and costs?

D&A solution: Collecting wear-and-tear data in real time to

determine component failure rates and develop predictive

servicing and maintenance schedules

Business Value: Insight to develop engineering

enhancements, improved asset life, and reduced costs

Applicability to finance:

—Predictive maintenance, which improves finance’s ability to

structure and evaluate more profitable long-term contractual

service agreements

—More robust capital and financial plans through greater

understanding and control of servicing and maintenance

costs

—Enhanced assessment of risk associated with planning and

executing large scale projects

—Optimized project accounting

Question: How can we improve sales forecasting accuracy

and better predict financial outcomes?

D&A solution: ML applied to five years of historical data to

analyze algorithms and predict sales; digital and interactive

financial insights solution producing pro forma financials with

instant, voice-activated analysis and insights

Business value: Significantly improved sales/revenue

forecasting accuracy, insight into financial performance (P&L

and balance sheet) prior to period closings, integrated sales

and financial planning.

Applicability to finance:

—Improved forecasting accuracy (sales and financial)

—Better integrated planning with sales and operations

—Integrated self-service analysis drilling into financial

statements (balance sheet, income statement, and cash

flow)

—Integrated narrative analysis and story creation

Industrial manufacturing

Companies across all industries are already leveraging leading insights and analytics

capabilities to drive better decision making and enhance operational execution.

More trends and initiatives in the finance function




Finance capabilities to support achieving various goals and initiatives

15%

9%

9%

7%

5%

9%

4%

2%

3%

3%

3%

40%

34%

33%

37%

39%

29%

27%

25%

21%

17%

10%

33%

46%

45%

39%

38%

43%

44%

46%

49%

43%

29%

10%

9%

11%

13%

14%

18%

22%

23%

21%

28%

37%

1%

2%

3%

3%

4%

2%

3%

3%

5%

9%

22%

Driving innovation across the organization as a whole

Promoting the development of new skills and talent

Acting as a role model for the business for collaboration and partnering

Driving innovation in the finance organization

Enabling greater business agility to respond to changing business

and operating models

Leveraging investments in regulatory and accounting changes

to drive a competitive advantage

Increasing speed of insight to support decisions

Driving improved enterprise performance

Continually improving forecasting accuracy

Continually driving down finance costs

Complying with regulatory and accounting changes

Very weak support Very strong support




Overhauling the finance TOM

Little/no activity/not priority

Some activity

Extensive activity/strategic priority

Activity of client

organizations in

overhauling finance

operations and target

operating model

6%

15%

55%

18%

6%




Leveraging extreme automation to enable overhaul of finance TOM

Not at all

Exploring and performingrobotics proof of concepts to

better understand its application

Moving to an enterprisecloud platform for finance

Deploying IA acrossfinance, realizing labor

and process efficiencies

Effectively integrating variousIA technologies to optimize

end-to-end processes

32%

43%

13%

10%

3%




End-to-end process (R/R, Q/C, S/P and A/R)* management and discipline

42%

50%

8%

Not at all/minimally

Identified and appointed end-to-end global process owners

Empowered end-to-end globalprocess owners withaccountability and realizingresults

*Record to report; quality close, source to pay, and acquire to retire




Finance capabilities with key components of extreme automation

74%

65%

61%

55%

36%

20%

14%

13%

17%

24%

24%

26%

33%

43%

38%

24%

8%

9%

11%

15%

25%

26%

36%

45%

1%

2%

4%

4%

4%

9%

11%

17%

1%

1%

1%

1%

Blockchain

ML/AI

Cognitive computing

Use of NLP

RPA

Digital analytics and deliverables

Master data management (MDM)

Cloud ERP and EPM systems

Not at all mature Very mature




The role of finance in MDM efforts

Little/noinvolvement

Support

Shape and review

Lead and own

Activity of client

organizations in

overhauling finance

operations and target

operating model

12%

46%

31%

12%




The most critical components necessary to enable extreme automation

Rank: 1= highest, 10 = lowest

Note: Ranking for top two goals and initiatives similar across all geographies,

though Europe ranks them higher than other regions.

RPA

MDM

Cloud ERP and EPM systems

3

2

1

Blockchain

Use of NLP

Cognitive computing

ML/AI

Digital analytics and deliverables

8

7

6

5

4




What do we think finance will look like in the future?

Increase support of innovation New capital allocation approaches

Proactively lead enterprise performance Cornerstone of strategy, finance, and analytics

Employ 70 percent less laborEmerging technologies change the nature of shared

services

Enable business agility Cloud everywhere is a dominant platform

Increase speed of insight Amazon’s “Alexa” provides instant information

Act as role model of collaboration Process leadership is a profession

Improve forecasting accuracy AI processes big data

Develop new skills and talent Finance professional as a strategist

The art of the possible…Finance will…

Business model disruptors are changing the demands of finance,

and finance as we know it will be radically different in the future.




Organizational simplification

Where work gets done

Geography no longer matters:

• Virtual delivery centers/“no shore”

• Local need highly reduced or eliminated

• Globally controlled

How work gets done

Automation and integration:

• Experience centricity

• Robotics and AI everywhere

• Language neutralization removing barriers

• One-office combined (back, middle, and front)

What work is done

Higher-value services:

• Sophisticated data modeling and virtual

visualization

• Innovation and new capital allocation approaches

• Management of digital workforce (robots and AI)

• End-to-end process management

Extreme automation will dramatically change the size,

structure, and delivery model for finance.

Who does the work

Reshaped support structure:• Outsourcers as partners versus doers

• Flexible, more contingent workforce

• Transactional layer being marginalized

• Emphasis on partnerships, collaboration, and

reducing silos

• High-skill-set employees/digital skill set




Finance

technical

Business modeling

Core financial driver

analysis

Process design and

navigation

Behavioral

Strategic thinking

Service management

Relationship management

Impactful storytelling

Feedback, communication,

and negotiation

Program management

Navigation skills

Ambiguity and white space

New skills

Data

utilization and

technology

1Source: “Man and Machine: The Future of Jobs”, Forrester Podcast

Data modeling, analytics,

and visualization

Robotic share (RQ)1

Strategic trend analysis

Research capabilities

Design -hinking background

Programming expertise

In a rapidly changing environment, finance organizations must assess new

work to be done and how this translates to the skill sets of their workforce.




What should you be thinking about?

— What business disruptors are impacting us most?

— What business questions and decisions should we anticipate

to address these disruptors?

— How much appetite do we have for extreme automation?

— What is our D&A strategy?

— How will our current delivery model and locations be

impacted?

— What are the impacts on our current workforce, and do we

have the right skills and competencies moving forward?

— What are our talent management strategy, critical roles, and

risks?

— Where do we start?

It is no longer business as usual.

To learn more




CFO Real Insightshttps://advisory.kpmg.us/managementconsulting/cfo-real-insights.html

KPMG Advisory Institutehttp://www.kpmg-institutes.com/institutes/advisory-institute.html

Recent thought leadership and publications:

KPMG Anticipatehttps://home.kpmg.com/xx/en/home/insights/2016/05/kpmg-anticipate.html

Advanced analytics and the CFO | KPMG and Harvard Business Reviewhttps://home.kpmg.com/uk/en/home/insights/2016/04/profitability-and-cost-analysis-an-eye-on-value-kpmg-and-acca-re.html

Technology innovation to reinvent the CFO suite | KPMG and Bloomberghttps://home.kpmg.com/us/en/home/insights/2018/01/reinventing-the-cfo-suite-kpmg.html

The CFO agenda: Leveraging disruption into opportunity (Webcast playback)https://www.kpmg-institutes.com/institutes/advisory-institute/events/2017/12/cfo-agenda-leveraging-disruption.html

The future of financehttps://advisory.kpmg.us/managementconsulting/function/finance/future-finance.html

Learn more—EPM and finance

https://advisory.kpmg.us/managementconsulting/cfo-real-insights.html

http://www.kpmg-institutes.com/institutes/advisory-institute.html

https://home.kpmg.com/xx/en/home/insights/2016/05/kpmg-anticipate.html

https://home.kpmg.com/uk/en/home/insights/2016/04/profitability-and-cost-analysis-an-eye-on-value-kpmg-and-acca-re.html

https://home.kpmg.com/us/en/home/insights/2018/01/reinventing-the-cfo-suite-kpmg.html

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Speaker bios




Dave is the global head for KPMG’s Shared Services and Outsourcing Advisory practice. In this role, he

provides shared service and outsourcing advice to many of the larger, complex deal structures. He has more

than two decades of experience in IT and business process outsourcing; shared services

design/build/implement and sourcing management; contract renegotiations; and finance budgeting, planning

and analysis. He also delivers hands-on services as a client executive and has led many multinational deals

and provided leadership support on several large and complex deals for both IT and business processes.

In addition to advising clients, Dave engages senior members of outsourcing service providers’ financial and IT

delivery teams to establish and implement industry-accepted processes and structures related to outsourcing

transactions.

Before joining KPMG in the U.S. through the acquisition of EquaTerra—where he held various senior

leadership positions, including one through which he established the Financial Architect and Benchmarking

practices, and was a client executive leading large multinational, multifunctional shared service and

outsourcing engagements—Dave was a senior advisor at TPI. In that role, he assisted clients with the

evaluation, negotiation, implementation and management of IT and business process sourcing initiatives.

Earlier in his career, Dave held various financial and IT positions in the telecom industry, at organizations

including Southwestern Bell Information Services, Southwestern Bell Directory Operations, Ameritech

Advertising Services and Bell Canada.

Representative experience

— Led a large pharmaceutical company through a global IT outsourcing transition involving transitions with total contract value in excess of $1 billion

— Led a global finance and accounting outsourcing transaction and global shared service design/build and implementation for a global pharmaceutical company

— Provided financial and negotiation support for Unilever’s finance and accounting outsourcing deal (Europe and North America)

— Led an assessment of Brazilian telecom’s IT operations, outsourcing and joint venture options. Led negotiations with third-party provider

— Led a large U.S. oil and gas company through a finance and accounting outsourcing transaction, providing overall leadership and financial support

David Brown

Global Head,

Shared Services &

Outsourcing Advisory and

Principal, KPMG in the

U.S.

1 314-803-5369

[email protected]

David Brown




Morris (Mo) is KPMG’s Global Leader for the Financial Management Consulting Service Line and for the

Enterprise Performance Management Centre of Excellence (CoE).

Mo has more than 28 years of consulting experience focused on finance transformation, shared services and

outsourcing, cost and performance management solutions, business analytics, and business intelligence to

develop innovative end-to-end solutions, assets, and capabilities that deliver value to KPMG’s clients. This

value is realized through delivering improved business insight and ultimately improving the company’s

organizational competency and capability to optimize enterprise performance while delivering on its business

strategies.

Mo currently leads a cross-functional global team to develop innovative assets and capabilities to transform

Finance and EPM enabled by cloud and digital technologies. Mo also serves as a strategic advisor and

subject matter expert on global end-to-end Finance and EPM projects to ensure successful delivery and

business outcomes.

Mo has leadership and experience working in several regions across the globe including the United States,

Latin America, Asia, and Europe. He has experience working in a variety of industries but brings particular

depth in Power & Utilities, Oil & Gas, Insurance, Industrial Products, and Consumer Products businesses.

Prior to KPMG, Mo was a Partner in PwC Consulting and IBM and started his career working as a Plant and

Division Financial Analyst for Owens Corning Fiberglas. Mo has a B.S. in Finance from the University of

Illinois at Urbana-Champaign.

Representative experience:

— Power & Utilities, Oil & Gas, Industrial Products, Consumer Products, Insurance

— Enterprise Performance Management, Business Intelligence, Business Analytics

— Financial Management, Global Account Leadership

Morris Treadway

Global Head,

Financial Management and

Principal, KPMG in the U.S.

1-832-880-8006

[email protected]

Morris (‘Mo’) Treadway




Stan leads market research and thought leadership efforts for the Global Management Consulting Research

practice, focused on trends, issues, and futures in enterprise services transformation and optimization; the

threats and opportunities from market and technology disruptions; and industry best practices in responding to

and capitalizing on these market trends, including:

— The tactical and strategic organizational opportunities, challenges, and ramifications from:

- Technology disrupters and enablers, such as cloud, big data and analytics, mobile, Internet of Things,

social media, consumerization of IT, and robotics process automation

- Business disrupters, such as globalization, increased regulatory and compliance complexity, talent and

skills shortages, shifting global economic and competitive dynamics, and geopolitical risks

— Global business services usage and models, including shared services, process outsourcing and automation, and cloud, and their leading practices and maturity models across major back- (F&A, HR, IT, procurement, supply chain), middle-and front-office functions

— Use of data and analytics, process automation, and related technologies to create and exploit 'intelligent' business functions to enable organizational innovation and transformation

— Vertical industry and geographic trends and variations relative to disruptive market trends and technologies and their impact on enterprise transformation and innovation efforts

Representative experience:

— 25 years' experience in the business and IT services markets

— Led global research for leading boutique sourcing advisory firm EquaTerra

— Worked for the META Group (acquired by Gartner in 2004) as VP and Research director; had executive roles on the vendor and provider side in the software and services industries, as well as positions in finance, accounting, and operations across several industries.

— Noted commentator and frequent speaker on global business services and globalization and business and IT enablers and disrupters

Stan Lepeak

Director, Global

Management Consulting

Research, KPMG in the

U.S.

+1 203 444 1268

[email protected]

Stan Lepeak

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