Community, Culture and Teamwork

2019 CFO Organization Annual Report

CFO Foreword:

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The CFO organization by the numbers

54

Bots Deployed

177

Promotes

132

New Hires

37

Local Chairman's Award Winners

3

National Chairman's Award Winners

KPMG's strategic priorities

—	Improve system of audit quality controls
—	Focused training on PCAOB Auditing Standards and embed in methodologies
—	Proactive and respectful engagement with regulators
—	Rearchitect eAudIT and expand use of technology enablers
—	Enhance client care model and expand account executive program

—	Drive culture of innovation and experimentation
—	Invest in dynamic portfolio – SGIs, functional, global, and seeds
—	Optimize ecosystem (alliances; and continue market landscaping – acquisitions) to accelerate competitive advantage
—	Advance sensory advantage ecosystem and leverage Ignition Centers
—	Execute on big-impact areas – intelligent automation, D&A, digital transformation, and managed services; align globally

—	Assess values and culture
—	Embed core values in everything we do
—	Instill confidence in our people to bring our promise to life

—	Evolve Market Development organization and MPP portfolio to drive growth
—	Enhance and drive greater adoption of Strategic Account and relationship management and MarketEDGE
—	Increase market visibility by executing high-impact brand campaign and delivering quality thought leadership
—	Strengthen lead partner capability, skills, and accountability
—	Deploy integrated One Firm solutions

—	Drive employee and partner engagement and morale
—	Optimize talent management lifecycle
—	Evolve learning and development strategy, incorporating training facility
—	Provide a more diverse set of experiences and opportunities for our people
—	Accelerate inclusion and diversity goals
—	Develop workforce of the future

—	Facilitate digital transformation strategy
—	Enable transformed delivery model to more rapidly adapt to market dynamics
—	Leverage synergies across our businesses
—	Standardize processes and platforms and expansion of centralized services
—	Roll out i360 dashboard
—	Enable decision making through predictive analytics

Operations strategy 2020

Service Focus

The right services

The highest quality

The best people

Greatest market speed

Innovate

Integrate

Our values

What we believe

Integrity

We do what is right.

Excellence

We never stop learning and improving.

Courage

We think and act boldly.

Together

We respect each other and draw strength from our differences.

For Better

We do what matters.

Delivering greater value to the firm

Bringing out the "best" in our people

To thrive, an organization needs people focused on providing high-value service rooted in a deep understanding of the business and a culture that spurs innovation, diversity, and collaboration. That’s why the CFO Organization has been spearheading a number of initiatives, both inside our teams and across the firm, to ensure that our people are the best in the industry.

Innovation at our core

Disruption is the new normal today and the most successful organizations will be those who effectively anticipate and manage it. The CFO Organization is at the vanguard of innovation as it works to support KPMG’s growth and continued success.

Bringing out the "best" in our people

In January of 2020, KPMG Lakehouse officially opened its doors, welcoming 800 interns for a unique learning and cultural experience. Managing director Bill Flemming and managing director Carol Muldoon led the effort with multiple project teams to drive an on-time and on-budget completion of Lakehouse.

Supporting the business

In addition to the long-term, strategic initiatives that the CFO Organization works on, our teams provide value to the firm on a daily basis. There are numerous projects that we deliver to help KPMG and our partners and professionals be as effective, efficient, and successful as possible.

Events & Meetings
ION
Lakehouse
Montvale Operations
Real Estate
CFO Advisory
CFO Audit
CFO Tax
CFO Digital
Firm Controller & Treasury
Firm Taxes
Financial Planning & Analysis
Strategic Sourcing & Procurement

Browse CFO Organization Teams

Events & Meetings

Danielle Purfey

Executive Director
Events & Meetings

Events & Meetings creates a variety of events and market-facing, internal, training, conferences and exhibit sponsorships. E&M supports thousands of in person events a year as well as MSOs, videos, and webcasts. The team touches hundreds of thousands of participants in the process, helping to advance business strategies through high-quality experiences.

—	Created an exceptional experience: Fostered a culture of outstanding client service and operational excellence to execute striking experiences.
—	Transformed our organization to align with the firm’s strategic priorities, enhancing support for the firm’s ongoing evolution, growth needs, and revenue goals. While doing so, E&M continued to provide stakeholders with support for upcoming programs.
—	Supported firmwide inclusivity initiative by teaming up with several firm groups to execute 90 Day of Understanding events.

—	Enhanced collaboration throughout our organization to expand connections, elevate the E&M brand, and ensure consistency.
—	Focused on minimizing risk to the firm and expanding compliance focus areas by creating a new compliance role dedicated to driving our compliance efforts.
—	Collaborated with NDPPS to launch a new robust GDPR-compliant survey tool for external and internal surveys. The tool expands the scope of data, thereby allowing shorter timeframes for decision-making.

—	Invested in our people: Developed our talent in a high-performance environment, showing our commitment to E&M team members’ future careers here.
—	Developed a Training Bootcamp to onboard team members collectively, ensuring they acquired the knowledge and resources to make an immediate impact.
—	Initiated 21 promotions and internal transfers in FY19.
—	Offered a leadership coaching program to four high-performing associate directors to further professional development, supporting succession. Developed a Training Bootcamp to onboard team members collectively, ensuring they acquired the knowledge and resources to make an immediate impact.

—	Sought opportunities to be future ready.
—	Collaborated and launched several robotic process automations initiatives and ongoing business process enhancements to reduce time spent on labor-intensive processes. This offered our professionals opportunities to contribute to higher-value projects and expand skill sets.
—	Developed and launched i360 dashboard tool which allows end users to access meeting, market, function, and budget information in real time, eliminating the need for hard copy and electronic reports.

—	Create a culture of continuous improvement and evolve existing processes to be more streamlined and efficient without sacrificing exceptional client service.
—	Focus on embedding all services and areas of expertise across all E&M divisions in a one-team approach to bring to bear the full breadth and depth of the organization.
—	Identify new technologies, innovations, and greenfield opportunities to provide measurable enhancements and improve job satisfaction.

—	Refresh and redefine desired client service outcomes and create tools and mechanisms to solicit and measure support.
—	Demonstrate value to the firm by making key investments of time, talent, and resources to achieve consistency in client service.
—	Utilizing data and metrics to identify key indicators of ROI/ROE and develop robust modeling and reporting for stakeholders and strategic partners to drive business decisions.

—	Invest in our people, elevate their skills, and create opportunities for continual and focused leadership development up, down, and across the E&M organization.
—	Actively engage in and promote knowledge sharing, inclusivity, and diversity of thought and action, and create a pathway for all team members to demonstrate their uniqueness and individual style.
—	In support of our talent management strategy, continue to flex resources into the most critical locations, roles, alignments, and business areas to best serve the firm’s strategy and evolving business needs.

—	Through our continued transformation, create an environment and culture that drives innovation to meet evolving marketplace needs.
—	Conduct an analysis of time-to-task, processes, and resources to identify methods and tactics to improve efficiency and reduce cycle time for team members at all levels.
—	Promote a culture of risk-taking and embrace the opportunity to innovate, fail-fast, or succeed, and push toward continual improvement.

ION

Bob Goldstein

Managing Director
Integrated Operations Network (ION)

ION, the Integrated Operations Network, is made up of three critical groups—Administrative Support, NDPPS, and Office Services. ION supports tens of thousands of partners and professionals; provides support to thousands of pursuit proposals; and through services like MobileOps, supports hundreds of engagements.

—	JobTrack, a web-based application that features powerful project management and time tracking capabilities, has been implemented internally within ASK to streamline workflow processes with their offshore team.
—	Launched new NDPPS portal site which fully introduced the NDPPS menu of services along with self-service tools and the NDPPS design portfolio.
—	An Admin Support and ASK dashboard has been launched to support regular conversations with functional leadership about administrative services. Topics covered include financial performance, EA time, and activity reporting and ASK leverage and utilization.
—	NDPPS and ASK launched Net Promoter survey program to assess customer satisfaction and loyalty.
—	Office Services supported the EMS rollout, a-new application that offers updated and dynamic ways to reserve and manage space. Benefits include updated interfaces (Web App and Desktop), new mobile capabilities, streamlined reservation management, Outlook and Skype integration, enhanced food and beverage selection, enhanced reporting capabilities, security enhancements and expense tracking and billing enhancements/validation.

—	SecurePrint was rolled out firmwide: This new printing environment increases document confidentiality, eliminates waste, and the associated paper and shredding costs for unclaimed print jobs. It also provides flexibility to pick up print jobs at any printer in any U.S. office.
—	NDPPS’s Future Ready Production Transformation completed phase one which allows work sharing across all production centers. This has enabled the closing of four underutilized centers and the seamless distribution of work across the remaining locations.

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Admin Career Framework, a multiyear effort focused on defining roles, levels, and career progression for all ION administrative professionals, is now complete. The new competency model defines core skills that can be objectively measured, which are needed to progress throughout the administrative professional’s career. The end result is providing partners and their engagement teams with the support needed in today’s dynamic business environment.

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Implemented Franklin Covey’s Six Critical Practices for Leading a Team, which equips first-level leaders with the essential skills and tools to get work done with and through other people. We have seen strong adoption rates of the critical practices and good feedback from the staff, particularly on the implementation of regular one-on-ones with their PMLs.

—	Implemented four additional automations, enhanced existing automations, and trained two additional team members to assist in automation efforts.
—	Rolled out “Struggling Moments” IONnovation workshops to all 1,400 ION team members where we explained how every one of us plays a part in the culture of innovation that will help to transform KPMG. During and after the workshop 250 innovation ideas were collected. This effort has also led to interest in other areas of the firm in conducting similar sessions.
—	Office Services successfully reintegrated the Records Management team (paper records) after IMO restructuring.
—	ASK put a simple invoice processing bot into production.
—	Admin Support collaborated with F&A on Concur application rollout.
—	Launched IONTalk, a monthly video blog on Workplace, to raise awareness about important matters and address questions from the field teams.

—	ION will expand the utilization of JobTrack for additional service offerings to enhance interaction with customers and drive operational efficiency. In FY20, requests for NDPPS and ASK support will be processed through JobTrack with a new customer-facing submission portal. This tool will provide many benefits including providing greater efficiency and transparency, matching task to talent, and giving customers the opportunity to provide feedback.
—	NDPPS to expand stakeholder alliances and further strategic partnering. As groups go through transformations, NDPPS will further engage to assure that service offerings are tailored to changing needs.
—	Admin Support and ASK to launch functional leadership administrative support dashboard.
—	Admin Support – Admin Career Framework (see The Best People).

—	Establish an Office Services customer satisfaction tool and use data and findings to establish an action plan.
—	Centralize Executive Assistants into a single management and cost structure to fully leverage resources, better drive change, and further support consistent service delivery.
—	Utilize data analysis tools such as Qlik to better enable a results focused management team.

—	Across ION we will be pursuing new opportunities to better understand KPMG’s business and how the work our team performs contributes to the firm’s success.
—	Integrate volunteer opportunities into the way all projects and programs are staffed to allow for new skills to be developed and career paths to be better understood and pursued.
—	Complete succession planning at the managing director and executive director levels.

—	NDPPS to leverage both automation and offshore resources to decrease turnaround of transactional document processing of client deliverables and expand overall support coverage to functional engagement teams.
—	Provide training opportunities to fully support leading though change (managers) or adapting to change (staff).
—	Capitalize on opportunities to automate and centralize services in order to achieve cost-effective and efficient leverage of resources.
—	Leverage success of FY19 IONnovation event to further drive an innovation mind-set among all team members.

Lakehouse

Bill Flemming

Managing Director and Head
of Construction Management Lakehouse

KPMG made its largest capital investment ever - $450 million- with the design and construction of Lakehouse which opened in January 2020. Lakehouse is a learning and innovation center. It is a place for KPMG professionals to gather-to renew skills, reflect on issues and opportunities, connect with colleagues, build and strengthen KPMG culture and grow careers. CFO Organization teams have been in integral part of the project every step of the way from conception to execution.

Carol Muldoon

Managing Director
Montvale Operations

KPMG made its largest capital investment ever—$450 million—with the design and construction of KPMG’s Learning, Development and Innovation Center in the community of Lake Nona in Orlando, Florida. The learning facility, under construction through late 2019, sits on a 55-acre site just five miles from Orlando International Airport. CFO Organization teams have been an integral part of the project every step of the way from conception to execution and continuing through the anticipated grand opening in January 2020.

—	Successfully led a cross-departmental project management effort with representation from over 200 SMEs from multiple BPG departments to define and curate the Lakehouse experience that embeds our culture and values into transformed learning and development opportunities.
—	Design & Construction worked closely with City of Orlando and municipal entities to understand requirements and expectations and proactively mitigated risks and issues resulting in a timely TCO this October. ASK launched KPI dashboard and ASK metrics to better report performance to functional leadership and manage operational effectiveness.
—	Developed and implemented a visitor tour experience during construction phase that informed and excited partner groups, community entities, potential service providers, and learning leaders.

—	Finalized the Lakehouse design and received necessary city approvals to proceed with construction.
—	Selected and onboarded Lakehouse operator, Hyatt, to ensure the highest quality of service and operational excellence.
—	With close to 2 million construction labor hours completed, achieved a site safety record well above the national average.
—	Implemented and maintained a strict quality assurance approach with documented tracking of risks, issues, dependencies which resulted in a high functionality level and the project schedules being met.

—	Created an on-site Lakehouse resource model that focuses on creating an innovative learning and guest experience with high-level hospitality service delivery.
—	Provided a project engagement opportunity for colleagues across disciplines to collaborate, learn, and contribute to the Lakehouse strategy, project planning, and experience creation.

—	Supported the learning transformation and enhanced facilitation strategy to ensure the environment, technology, and delivery services comes together to ensure a learning experience that encourages heads up thinking and future readiness.
—	Successfully completed the planning for and procurement of furniture, fixtures, equipment, and operator supplies.
—	Embedded innovation into the Lakehouse planning by managing construction of 800 bathrooms at an external factory with high-quality control and then delivered sealed pods for installation to the building which resulted in a time savings of multiple months.

—	Establish and implement a Lakehouse scheduling and operational model that enhances Lakehouse utilization in order to offer the greatest number of KPMG partners and staff the opportunity to participate in the experience.
—	Achieve successful implementation of leading edge technology in the learning and innovation lab environment as well as with tools, such as the journey portal and Lakehouse app, which will guide participants in their preparation for the Lakehouse as well as on-site wayfinding and exploration of networking opportunities.
—	As part of the curated engagement experience, ensure cross team collaboration in the planning and execution of activity programming that is varied, relevant to the groups in house and aligned to program schedules.

—	Successfully launch Lakehouse as KPMG’s cultural home where experiential learning prepares our professionals to be curious and expand their perspective, where the environment showcases our firm’s rich heritage and moments of pride and where the day-to-day interactions emulate our culture and values.
—	Obtain final completion of required inspections, necessary licenses and permits, furniture and equipment installation, and overall successful turnover of building from construction.
—	Implement a full Lakehouse quality assurance plan to include testing of systems, processes, and experience.

—	Recruit and build a high-performing Lakehouse on-site team made up of KPMG and Hyatt professionals that are focused on delivering excellent service that supports the Lakehouse experience strategy.
—	Create a Lakehouse onboarding program that reinforces the five Lakehouse experience principles and ensures KPMG culture and value is at the forefront of all operational procedures and guest interactions.
—	Build into the Lakehouse experience a variety of social, citizenship, and well-being opportunities that encourage connection with colleagues, focus on self, sharpening of minds, and community engagement.

—	Define Lakehouse guest measurement strategy that relies on multiple mediums to gain immediate and post-program feedback. Establish procedures to review feedback as it is received and ensure quick response to issues and requests while participants are still at Lakehouse.
—	Create a client and community engagement plan that elevates the Lakehouse to expand relationships through which business opportunities can grow and develop.

Montvale Operations

Carol Muldoon

Managing Director
Montvale Operations

Montvale Operations creates and sustains an outstanding work environment at the Montvale campus, which is the home of over 2,300 BPG professionals. This is done through advanced design and technology, and high-touch service, all aimed at encouraging collaboration and innovation and creating a culture that helps our Montvale colleagues play at the top of their game.

—	Implemented planned improvements in protection of critical assets, including enhanced electronic access control, video systems, improved campuswide lighting, and infrastructure protection.
—	Enhanced our campus wide conference services model with a focus on “personal connections” which now includes a meet and greet at the kickoff of every meeting as well as an introduction to hoteling guests (visitors for outside of Montvale).

—	Conducted a third-party infrastructure assessment of the Montvale campus infrastructure and in collaboration with Real Estate Services, created a multiyear capital improvement plan to support furthering the Montvale campus evolution.

—	Transformed the reporting structure and responsibility of roles; recruited and on-boarded new team members to cultivate a Montvale Operations team focused on service, operational efficiencies, and leadership development.
—	Created and executed a crisis management strategy which included a tabletop exercise with the CMT (Crisis Management Leadership Team) and employee awareness training sessions on active assailant response.

—	Selected, configured, and operationalized a new work order service request system designed to gain operational efficiencies and improve response time by facilities, security, and hospitality services.
—	Successful campuswide rollout of SecurePrint providing efficiencies, cost savings, and a more secure print environment.
—	Deployed hoteling campuswide and enhance the hospitality services offered to Montvale hoteling guests.

—	Partnering with Business Digital Nexus, drive a smooth transition and implementation to Skype Enterprise Voice on the Montvale Campus (3CRR and 300 Tice).
—	Utilize the @YourService tool to establish key performance indicators, including service response time, which will demonstrate the value proposition of the Montvale Operations organization.
—	Leverage the Montvale Operations Employee Process Council (EPC), which is comprised of cross-functional members of the Campus Operations organization, as a vehicle for the promotion of ideas, thoughts, and feedback to the Campus Operations Leadership Team (OLT). Recommendations made by the EPC are aligned with the Operations Strategic Priorities and may help shape the direction of the organization.

—	Utilizing many of FY19 third-party assessments of the Montvale Campus and in collaboration with the Real Estate team, to continue implementing the approved capital infrastructure, landscape, and building interior projects.
—	Inspire and promote our Heads Up culture on campus through an innovative work place environment, programming to encourage “student of the firm” knowledge transfer, and an enhanced campus communications and engagement strategy.

—	In collaboration with the HR team, support the transition to SAP Success Factors from the current PeopleSoft HR tool, implementing all the required modules within the Montvale Operations organization.
—	Create and implement a professional development plan for each of the Montvale Operations team members with a renewed focus on career planning and new skill development.

—	Leveraging the Digital Nexus ServiceNow platform, roll out and implement @ Your Service (the new Montvale Operations work order system), which includes modules to support the operational effectiveness functions of the facilities, security, and hospitality areas and the ability for the entire Montvale campus to request services and offer feedback.
—	In collaboration with the OMP team, design, and rollout a Montvale Campus Portal affording a connected workplace experience and a unified communication hub.

Real Estate

Vanessa Scaglione

Managing Director
Real Estate

Real Estate manages over 100 offices around the U.S.— from Workplace of the Future offices to high-tech Insight, Innovation, or Ignition Centers. The team ensures that we provide workplaces that bring out the best in our people, while gaining efficiencies and keeping occupancy costs well controlled.

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Created a more bespoke environment through implementation of leading practices and industry trends.

–	Chicago: Created cohesive and integrated field office and Ignition Center, which includes new space types (Living Room and Executive Boardroom) that enhance the client experience while allowing for different levels of reflection.
–	Stamford: Increased space efficiency by utilizing 120 degree work stations in lieu of 6'x8 ' workstations.
–	Tysons: Moved to an amenity rich building, adjacent to transit in a very attractive neighborhood, to attract and retain talent.

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Implemented strategies to keep occupancy costs down and to positively impact the colleague experience.

–	Developed and implemented revised furniture standards; implemented process to bid out each project; achieved $600k savings
–	Increased ratio of sit/stand desks from 50 percent to now having 100 percent sit/stand work seats.
–	Instituted lease audits and recovered $110k in operating expenses; component is current savings but, more significantly, will have $110+ continuing annual cost avoidance.
–	Utilized turnkey delivery for project construction to accelerate schedule and to reduce costs.

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Developed workbook to allow how varied lease expirations and change in capital investments for projects can impact firm’s cash flow over 10-year time period.

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Increasing awareness of how workplace can promote diversity and accessibility including incorporating changes to workplace

–	Added features to promote room accessibility in Lakehouse including adding automatic door openers to a few ADA guest rooms
–	Incorporating “all gender” into restroom signage in new projects and in Lakehouse
–	New room for nursing mothers—dedicated space, multiple stalls, lockable cubbies, incorporated feedback from colleagues

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Partnered with Advisory and thereafter Tax to institute a robust site selection process focused on labor demographics; key member of cross-functional team including Advisory/Tax partners and Global Location and Expansion Services; desktop audit of over 40 cities leading to shortlist of 4–6 cities where we toured buildings and met with corporates, economic development agencies, and higher education representatives in those cities; made recommendation on two cities.

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Conducted robust consultant selection process to identify a firm to assist with assessing the business requirements in the Tri-State area, particularly Manhattan, given the upcoming lease expirations/termination options in 2025/2026.

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Leveraged model for Ignition Center in Chicago office that also supports the field office; have integrated the client experience with colleagues who are working; the client can come into our space and see the art of the possible in the Insights Center as well as how we will work with them to create different solutions and technologies.

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Engaged in international transactions including reviewing terms for transaction in Sao Paulo; supplementing negotiations for Nexus in Mexico City; identifying space for U.K. Tax; and maintaining space for the U.S. firm in London.

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Streamlined and shortened workplace survey; delivered survey in eight offices; average of 41 percent participation rate; 84 percent average of positive/neutral rating; in conjunction with survey, solicited feedback from office leadership for real estate processes and projects; incorporating feedback into iterative design for new projects.

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Actively manage relationships with key service providers; provide feedback for them to improve their services; engage the best partner for each assignment.

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Increased coordination with office managing partners

–	Actively solicited feedback from OMPs on real estate process
–	Established with project managers that they are the primary communicator with OMPs rather than relying on ION teams; enhanced communications with OMPs ensuring we understood their expectations; in addition, project managers developed leadership skills.

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Created one consolidated report with key metrics for the real estate portfolio including headcount, space, and costs making it easier to reference for current status as well as to better able to measure and track improvements to the portfolio.

—	Instituted “project review meetings” to expose transactions team to design and construction and vice versa; transactions managers now having a better understanding of construction challenges including impact of negotiations on project schedule; project managers now aware of broader real estate initiatives such as long-term capital planning.
—	Team meeting held at 345 Park and 1350 Sixth; included tour of New York facilities for lease administration team to inform them of space standards and workplace trends; session from legal partner Loeb & Loeb to better understand impact and importance of thorough completion of estoppels and subordination and nondisturbance agreements.
—	Continue to enhance team’s knowledge on firm activities through internal leadership speaker series.

—	Oversaw design workstream for Lakehouse by directing engagement and leadership of furniture and fixtures in Lakehouse; collaborated across numerous workstreams including communications, technology, and branding.
—	Developed and documented standards for project build-outs to help ensure leading practices; streamlined practices and reduced costs.
—	10-year view on capital planning to proactively address potential capital investments; worked with Treasurer to provide view on impact of real estate projects including extending lease expirations or accelerating investments.

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Assess business requirements in connection with upcoming lease expirations in the New York Tri-State area with a focus on the business presence in Manhattan.

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Work with architecture partners to understand future workplace trends and appropriately incorporate them now into office projects to provide spaces that have the ability to be fully functional long term.

–	Incorporate new space types into office design such as small, enclosed touch-down spaces, briefing centers, and client-facing rooms for data analytics in an immersive environment, that address survey and office managing partner feedback.
–	Working with I&ES, develop a model for Ignition Centers that can be leveraged for future projects and is scalable; will address a new client experience as well as incorporating an environment in which the firm’s professionals can work.

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Conduct follow up to obtain objective data on the improvement in employee engagement stemming from the decisions in Stamford and Tysons to relocate to be near transit hubs and in live/work/play neighborhoods.

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Develop roadmap and associated costs to potentially convert a portion of existing offices to 100 percent sit/stand.

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Conduct three lease audits on operating expenses.

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Continue to work with Treasury and Controllership to incorporate the impact of real estate projects in the firm’s long-term capital plan.

—	Utilize the framework developed for the New York Tri-State area as part of fueling our overall national portfolio strategy; likely will include assessing hub/satellite model, workplace, and footprint, and alternative workplace strategies.
—	Complete site selection process and lease negotiations, and build out newly created delivery centers for Advisory and Tax.
—	Begin Bay Area assessment to improve colleague attraction and retention with a real estate plan.
—	Continue to review transactions for partner firms in Latin America to ensure consistency with U.S. firm’s standards and due diligence.
—	Develop and implement a new workplace survey to obtain feedback on the firm’s different workspaces; incorporate feedback into new projects; and survey new projects to ensure build-outs and services are improving in terms of employee satisfaction, productivity, and costs.
—	Supplement current 10-year real estate capital plan and next fiscal year occupancy cost with projections on future occupancy cost on a 3-year basis too; will assist firm in projecting overall expenses.

—	Identify high-potential team members beyond transactions to work on New York strategy. Provide visibility of these members to firm’s senior leaders as an opportunity to stretch their capabilities and responsibilities.
—	Increase responsibilities of lease administration team to include more analysis of occupancy costs to support transactions team and to support overall portfolio planning.
—	Hire senior director in design and construction team to mentor project managers and to act as a resource for construction-related issues to transactions managers.
—	Continue speaker series to provide a more intimate setting for colleagues to learn about the firm’s activities and businesses.
—	Provide at least two department meetings with real estate-focused learning sessions.

—	Complete design-related work for Lakehouse ensuring successful opening; oversee Day 2 items that will undoubtedly arise; collaborate with the Lakehouse operations team to address any design areas that need to revised or improved upon to better support the activities after they commence.
—	Work with Digital Nexus to increase access to dual monitors and docking stations creating a more consistent and friendlier workspace for colleagues.
—	Implement sensors in New York meeting rooms to accurately measure utilization which will lead to a more bespoke workplace in the future. After assessing their measurements and value, assess whether to implement in other offices and projects, particularly ahead of a significant refurbishment.
—	Conduct a 10-year view on capital planning to proactively address potential capital investments.

CFO Advisory

Phil Moccio

Chief Financial Officer
Advisory

Functional CFO teams manage the financials for Audit, Tax, and Advisory, working with the functional vice chairs, national managing partners and their leadership teams to provide financial modeling, scenario planning, and help address complex financial issues to drive firm growth.

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Supported annuity business model development by evolving the financial operating model to support Managed Services and technology subscription businesses.

–	Successful integration of legacy Spectrum and our new Managed services capability including accounting processes and policy. Operationalized key pricing capability
–	Implemented the basic financial structure and approach (Phase 1) to build out and run the Advisory Technology Organization (ATO).
–	Lead and advanced a key revenue recognition project with the goal of adjusting current SYNC processes.
–	Designed and operationalized a mid-market account structure and sales approach to drive incremental growth with the new National Markets Line of business team.

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Improved working capital by leveraging newly developed automation to drive better billing and engagement management disciplines to drive lower DSO.

–	Successfully launched (Q4) Phase 1 of the investment automation tile on the “Launch Pad” designed to drive a better, more structured approach to billing and collection accountability.
–	Worked with new Advisory policies and procedures to clean up materially closed balances on aged engagements and focused attention to drive better disciplines in longer than 15-month engagements.

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Developed workbook to allow how varied lease expirations and change in capital investments for projects can impact firm’s cash flow over 10-year time period.

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Increasing awareness of how workplace can promote diversity and accessibility including incorporating changes to workplace

–	Added features to promote room accessibility in Lakehouse including adding automatic door openers to a few ADA guest rooms
–	Incorporating “all gender” into restroom signage in new projects and in Lakehouse
–	New room for nursing mothers—dedicated space, multiple stalls, lockable cubbies, incorporated feedback from colleagues

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Integrated financial and operational disciplines across the LATAM region to drive transparency, accuracy, and predictability in support of the LATAM leadership team.

–	Partnered with leadership in the Americas (U.S. and LATAM) to drive the Advisory One Americas Strategy Financial Business Case and secure leadership approval.
–	Implemented framework to drive Quarterly Business Reviews with regional clusters and financial reporting to provide visibility to Americas financial results.

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Design, development, and deployment of the Advisory Market and Business Insights report (Emergent priority).

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Collaborated across Finance to create a comprehensive outlook on Advisory leading indicators for growth over a three-year period which included customized U.S. consulting market research data purchased from Source Global Research and IDC. Analytics from the Lighthouse using macroeconomic factors, pipeline and booking performance analyses, and resource and human capital planning analyses also contributed to the report.

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Worked closely with LOB and industry leadership to better understand market themes, how we best position Advisory to take advantage of the market opportunity including where we spend our time, and how we prioritize go to market efforts to exceed financial goals.

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Fostered the growth of our people by focusing on skill development and increased exposure to different areas in Finance as we better leverage technology to focus on upstream priorities.

–	Completed second year of resource development model that includes assessments to determine development opportunities for staff. Multiple resource rotations were implemented at the beginning for FY19 and drove early benefits to the team.
–	Implemented monthly share forums to provide additional exposure to the broader team regarding various firm, F&A, and Advisory finance initiatives.
–	Cascaded key message and drive two-way feedback through micro surveys and skip level meetings.
–	Worked through PML effectiveness workshops to set expectations locally by leveraging firm resources into work group context.

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As part of EMC/Field Finance Evolution, built out account lead EMCs to serve as Account analysts for lead partners to better manage engagement economics through new automation and digital assets including OLM/ELM, CPM, and Launchpad.

–	Successfully piloted large account approach with key accounts in Advisory.
–	Established a play book for large account support.
–	Presented strawman to FP&A and aligned business stakeholders currently being incorporated into the “Client & Markets” Account operations framework.

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Drove business requirements to enhance capability in i360, Automation Anywhere, OLM/ELM, CPM, CRG, and predictive modeling.

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Enhanced predictive models with a focus on industry by Service group. The new models provide deeper context and richer variable sets to understand true correlation between economic indicators and revenue streams and now include additional internal data points (in addition to 300 external signals).

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Bookings and engagement management (gain/loss) models under development with an FY19 projected release date.

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Contributed leadership and resources to the development of multiple firmwide finance applications including CPM, OLM, and ELM, driving the requirements to ensure fit for purpose

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With the help of the CRG and i360 standard reporting has been decommissioned, allowing the team to move the value chain, driving better analytics and insights to Advisory leadership

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Current BOT projects:

•	EDW Master Data Refresh & Master Database Reporting
•	Operating Statement Detail Report (Glide Automation)
•	Advisory Weekly Gain/Loss Report
•	Investment Management Automation (Phase 1 Launched, Phase 2 developing requirements)

—	Work with the EMC community to build out the “Large Account” support capability from its current pilot state, to a full rollout, linking it to the “Clients and Markets” Account operations approach and enhancing our “Field Finance” capability.
—	Integrate the financial processes and relationships across the Americas region by evolving the QBR and reporting processes.
—	Enhance Pipeline analytics to align our go-to-market efforts with the Advisory strategy.
—	Manage the financial disciplines and integrate new investments including F&MO, ATO, Data, and Cyber.
—	Deliver Future of Finance roadmap and prioritize associated initiatives related to services

—	Develop new cost accounting and revenue recognition processes to enable managed service and fixed fee offerings where rate times hours is not appropriate. Work with the Sync team to define the requirements and develop the capability within our existing systems.
—	Enhance financial processes and controls around asset development and major investments to ensure we are getting the right value and applying the right accounting for our capital.
—	Deliver Future of Finance roadmap and prioritize associated initiatives related to quality.

—	Foster the development of our people by focusing on skill development and increased exposure to different areas in Finance as we better leverage technology to focus on upstream priorities. This process will be facilitated through the “Advisory Finance Initiatives” portfolio by leveraging cross functional teams to solve challenging issues.
—	Align with firm’s rollout of performance management enhancements with supplemental local training of PMLs focused on EQ and effective communication skills.
—	Increase corporate citizenship by organizing multiple volunteer events across the geographies, continuing a strong commitment to giving back, including building out the NAF team to deliver on KPMGs commitments to our local chapter.
—	Deliver Future of Finance roadmap and prioritize associated initiatives related to people.

—	Launch Investment Automation Phase 2 including multiple enhancements for escalation, push notifications and cash goal setting. Working with the Sync team, design requirements and drive change management.
—	Launch in-progress BOTs (currently 3) and identify other opportunities for BOT development focused on large impactful processes.

CFO Audit

Kalpana Arvind

Chief Financial Officer
Audit

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In support of Audit’s strategic priority for Growth, the team partnered with KPMG Lighthouse to develop a predictive revenue growth model that leverages specific economic indicators unique to local markets. The revenue prediction model was used in connection with the five year headcount/revenue planning model enabling the leaders to make informed decisions about aligning future staffing strategy to market growth. In addition the revenue prediction model serves to highlight markets with disproportionate growth potential over the next several years.

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An automated tool was developed to empower audit leadership and individual partners to review progress against Plan on their client portfolio. The tool summarizes client revenue, hours and rate per hour by category (base audit, change order, regulatory work and transactions) as well as potential/identified new audit conversions against the FY20 plan for the same. Leadership will leverage the enhanced reporting to identify opportunities to optimize pricing on change orders and transactions, and to better understand the challenges and opportunities in the Plan.

—	In order to provide insightful decision making around staffing strategy, the team developed a three year Volume Analysis model to socialize and quantify potential methodology changes (Risk Assessment, Clara, etc.) in the audit business. The model was used to inform the January and May forecasts as well as the Long-term and FY20 Plan (for both hours and resource needs).
—	Efforts to improve Working Capital included a streamlined monthly process put in place to proactively address the upcoming aged investment and closing out engagements expeditiously by collaborating with the EMC organization.

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The team made significant investments in time and training in both RPA and Alteryx in FY19. We now have 7 members (out of 20 in the group) that have been trained in RPA and 5 in Alteryx. Two Bots have been put into production in FY19:

–	Wins & Losses – which supports the critical data integrity process for validating client churn.
–	Gains/Losses – which provides daily reporting related to engagement gains and losses.

Leveraged the team’s technology fluency to ensure we continue moving towards the ‘finance of the future’ target operating model that leverages AI/RPA/etc. to harness speed and quality while creating capacity for analysis and insights.

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The team was split into three small groups this year (4-5 members) and were charged with creating a work-stream that would add value to the broader Finance organization through innovation and process improvement. The teams are a cross-section of skills and roles that allowed them to work together on projects and develop skills outside their normal responsibilities. All team members were empowered to contribute and share leadership responsibilities in a different setting.

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The team spent approximately 500+ hours volunteering and giving back to the community both through KPMG affiliated efforts and individual interests (child education, helping the needy, empowering others).

—	Leveraged Retain to build a 90 day outlook and predictive analysis to assess the near-term unassigned capacity. The analysis allowed us to collaborate with resource management and business unit leadership to match capacity to demand.
—	Audit went through a one-time material change in process that created an influx of hours related to risk assessment. It was critical to assess the potential risk in the revenue that may or may not be billable. The RIA/RAAR analysis developed by the team helped to understand the need of resources during busy season given the one-time nature of the efforts taken.
—	The team collaborated with a cross-functional F&A team and Digital Nexus to help develop new suite of firmwide tools (ex, Launchpad, CPM and MRS) that will provide a complete end-to-end view of the dynamics of the portfolio. The outcome will allow for more timely analysis and ability for leadership to influence results as well as enable the optimal best use of resources.
—	The team has been able to leverage CRG and i360 to ensure standard reporting is more streamlined which has also allowed for increased capacity to focus on other value-added initiatives and analysis. Another critical area of focus was driving i360 education and usage to empower partners to retrieve data more quickly.

—	Develop a Client Playbook designed to show key financial metrics based on the “Client’s” Audit Year across multiple years. This will help the business leaders understand and make real-time decisions that impact pricing, leverage, estimate to complete, risks and opportunities, timing of revenue, and impact to working capital on an ongoing basis.
—	Help the business thoughtfully implement a shared services BU. This BU is a key pillar of their transformation strategy and a unique opportunity to share insights and experiences with the business leaders. Implemented properly this BU will improve the way they execute the Audit, both quality and productivity, as well as enhance the experience for the professionals and clients.
—	Support the practice’s critical priorities around operational effectiveness with specific goals for the Partners. Drive a target-based model to create accountability among the Partners allowing them all to contribute to the practice’s success.
—	Leverage a Partner/MD affordability dashboard to understand the optimal Partner/MD mix needed to drive growth in the portfolio in the right markets.
—	Establish a recurring model for billing and collection targets by BU that will help Audit to support the Firm’s goal of improving Working Capital.

—	Integrate Investment Automation to drive the right behaviors with the Partners and Managers by creating a more structured approach to billing and collection accountability.
—	Continue to focus on how we can automate, centralize and streamline standard reporting, find and eliminate redundancies on a continuous basis.

—	Building on the technology gains last year, challenge ourselves to continue expanding the use of automation tools and technologies in new and productive ways. Facilitate and continually drive innovation in day to day business partnering.
—	Continue providing opportunities to learn new skill sets and expand capabilities by offering new and challenging opportunities.
—	Drive inclusion and diversity across the team to add value and provide solutions.
—	Deliver Future of Finance roadmap and prioritize associated initiatives related to people.

—	Partner with Digital Finance team to automate the client playbook which will exponentially accelerate the quality, timeliness, and accessibility. The engagement team will benefit from this coordination as we can get the meaningful data in their hands considerably faster than they are able to compile the information. This will allow them to see and react to trends more quickly.
—	Leverage the cutting-edge data and analytics tools to provide timely operational, tactical, and strategic guidance within compressed time frames.

CFO Tax

Ed Banks

Chief Financial Officer
Tax

Supported Tax leadership’s long-term objectives of accelerating profitable growth through predictive analytics focused on go-to-market, improved resource planning, and optimizing service delivery. Key areas of focus include opportunity metrics, backlog, capacity planning, and client and engagement profitability.

–	Developed predictive, driver-based model with D&A team that provided an accurate quarterly prediction of Tax revenues leveraging Pipeline/Bookings, Backlog and business trends. Continued accurate monthly forecasting process informing and enabling early proactive action by leadership.
–	Supported Tax restructuring targeted to achieve greater market focus. Due to normal change and the restructure, this required supporting more than 20 new tax leaders over the past fiscal year. Additionally, introduced new metrics such as client/service integration and adjusted gross margin aimed at increasing client penetration and improving profitability and increased focus on client metrics (Market Revenue).
–	In collaboration with Tax Leadership, developed business plans and financial models for One Americas and Collective Priorities.
–	Leveraged the firm’s investment in technology to increase quality of financial forecasts and plans.

Built knowledge and increased use of automation tools, including greater use by Tax Partners and employees of i360.

–	In support of the Tax reorganization and development of market metrics including WSI, Tax F&A, worked with Tax leadership to develop new metrics utilizing Qlik and i360.
–	Tax team has been trained on Alteryx and is leveraging this technology to provide deeper analytics on bookings and engagement data.
–	Developed predictive, driver-based model with D&A team that provided an accurate quarterly prediction of Tax revenues leveraging Pipeline/Bookings, Backlog, and business trends.

Elevated our standing as a strategic business partner to Tax, Firm and Finance leadership by expanding the use of predictive information and actionable ideas. Expanded the use of analytical models and forecasts to better understand medium to longer-term market opportunities. Acted as business partner to support Tax practice restructure, including taking greater accountability for monitoring expenses and investment.

–	Supported Tax restructuring targeted to achieve greater market focus. Due to normal change and the restructure, this required supporting more than 20 new tax leaders over the past fiscal year, including a new Service Group structure.
–	In partnership with Tax leaders and EMCs undertaken additional actions to improve expense and investment management during FY19, including increased reporting and communication. For FY20, need to identify opportunities to increase individual accountability.
–	Team provides mid and end of month expense forecasts to inform month-end close process and identify risks/trends.

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Identified opportunities to streamline and automate business processes to reduce administrative burden on the organization. Collaborated with Functional FP&A, controllers, and CRG to deploy “one firm” approaches that enhance the sharing of leading practices and information.

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Team mind-set of executing business process at the right time with the right-level resource and with high quality to reduce rework. Leveraging Alteryx and other automation tools wherever possible to remove manual work.

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The team worked collaboratively with controllers, CRG, Resource Managers, Ops Managers, and HR to minimize duplication of efforts when it comes to analysis and reporting.

•	Expense review proactively identified earlier in the month
•	Collaborated with RMs and recruiting to maintain accurate FTE forecasts throughout the year
•	Leveraged CRG as the go to source for new asks so that we leverage what is already built.

—	Support Tax leadership’s long-term objectives of accelerating profitable growth through predictive analytics focused on go-to-market, improved resource planning, and optimizing service delivery. Key areas of focus include, opportunity metrics, backlog, capacity planning, and client and engagement profitability.
—	Critical for BTS and SALT is the development of a standardized and perhaps centralized delivery model. Tax F&A will support the development of the business case and financial model to support this critical investment.
—	There is significant opportunity to streamline the Tax planning process. First steps were taken in FY19; however, there remains a large opportunity to further reduce the level of effort in the planning process. Accomplishing this allows for a more meaningful conversation at the leadership level about business issues impacting results and decisions, and this creates significant capacity within F&A to provide higher-value services. As part of this effort, simplifying technology will play a critical role.

End-to-end process ownership is key to maintaining and enhancing quality. Tax F&A collaborates across HR, RM, Controllers, Recruiting, operations, FP&A, and other main groups to ensure a deep understanding of results, issues, and opportunities. During FY20, the team will identify and execute on enhancing two operational processes—investment and valuation which have been two pain points during FY19. This will reduce the burden on tax leadership and provide more consistent operational results.

Better understanding of whitespace and opportunity/bookings trends allows Tax leaders earlier insight into outlook over the next 90 to 180 days. During FY19, a predictive analytic model was developed to leverage these drivers; however, in FY20 the team will work in partnership with tax leadership to develop enhance analytics on whitespace and opportunities.

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Due to normal turnover, there is an opportunity in FY20 to hire/transfer and develop new resources to meet our future business needs.

–;	Focus on enhancing technology skills (transfer and training the broader team).
–	Use a buddy system to ensure leaders receiving experienced support and allow recent joiners to benefit from this experience.
–;	Encourage rotations so that leading practices and ideas are shared.
–	Drive a culture of sharing with and informing others so that everyone benefits from our collective experience.

CFO Digital

Ray Quiroga

Chief Financial Officer
Digital

Digital CFO oversees financial processes, governance, and cost transparency for the Digital Business Organization and transformation. The team works closely with Digital leaders to devise and execute strategy as well as other areas in Finance & Accounting to provide world-class support to the leadership team.

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Assisted in the funding approvals and driving the initiatives for the firm’s Digital Business Transformation by capturing investment expenses, capital expenditures, cost savings, and other forms of benefits via business cases, analysis, and reporting.

–	Completed a firmwide technology analysis and report which shows technology expense across the firm, summarizing where technology is being leveraged to run the firm and towards core client revenue hours.
–	Built and provided technology expense management, reporting, and analysis for the Tax and Audit CTO functions providing cost transparency to the functions for all technology charges.

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Partnered with the business to execute on the firm’s digital strategy by aligning investments and operating expenses to operating goals and benefit.

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Acted as U.S. lead on the working team that completed the renewal of the enterprise-wide Microsoft agreement. Incorporated coordinating all U.S. volumes, pricing requirements, terms and conditions, and service needs.

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Lead in the reduction of Digital Nexus telecomm expense and capital purchasing needs by reducing and renegotiating vendor expenses.

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Delivered and managed core financial services for the Digital Business Transformation Office aligning expense, capital, and headcount with business objectives though several reorganizations of senior management.

—	Worked together with Controller’s group to rewrite technology chargeback policies to drive consistency of technology allocations. Full alignment of Application Support, HW, Cloud, and project-related allocations as defined by best-in-class methods and benchmarks.
—	Worked with Global technology groups, as well as the U.K., Germany, and Australian member firms, to analyze and drive greater service and support from the Global technology organizations in their support of member firms’ needs.
—	Support the KPMG Americas region set up for technology by forming the budget, reporting on actuals, setting up cost capture, and working through time reporting needs.

—	Completed the building of the F&A organization that partners with groups across the firm to support the firm’s digital transformation that pairs traditional information technology with emerging digital technologies.
—	Built a team that embraces the participation in internal and external inclusion and diversity networks, activities, and programs.

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Built and configured tools which automate technology chargebacks for technology products and services allowing functions to understand with a high degree of accuracy what their technology cost are.

–	Work with lead partners to manage several technology vendor assessments and negotiations in support of client and business needs.

—	Align the ability to capture technology cost across the firm with business needs, providing cost transparency to the firm. Includes working within (or sponsoring changes to) expense policies, forming fair funding/chargeback models for new technology capabilities/services, and structuring cost capture and headcount reporting to support business operations.
—	Improve the Digital Finance & Accounting organization to an enhanced level of partnership, working towards the firm’s digital transformation, coupling traditional and emerging technology with leading methods of providing financial support.
—	Deliver and manage core financial services for the Digital Nexus organization and the Functional CTO groups aligning expense, capital, and headcount with business objectives.

—	Partner with the business to support the creation and execution of digital strategies that are firmwide or function specific, including financial support for technology across the Americas region and aligning with Global technology groups.

—	Continue to provide a forum for career advancement by sponsoring and driving participation in internal and external inclusion and diversity networks, activities, and programs.

—	Steer Technology vendor management via working with Strategy Sourcing and Procurement and the firm’s technology organizations to align vendor strategy, drive performance, rationalize contracts and suppliers, and interface with lead partners.
—	Leverage technology advancements, intelligent automation, and available tools to keep pace with the business’ delivery of technology for core services or new business while reducing disruption to current processes.

Firm Controller & Treasury

Joe Arena

Firm Controller & Treasury

Firm Controller and Treasury manages firmwide accounting, financial policies and procedures, engagement accounting, cash management, SYNC, Federal Services, Americas F&A support, and the BPG Digital Labor Center of Excellence.

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One Americans initiative

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Treasury supported the development of the Economic Model through directing scenario analysis of various possible financial outcomes to assist senior management in the understanding and decision making around model implementation, including the financial implications for the U.S. firm. As part of this analysis Treasury identified and analyzed the potential need for “normalization” of LatAm country financial plans, showing the inherent biases in their respective planning processes.

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Treasury also developed new banking relationships (HSBC, Bank of America) and continues to explore possible ways these banks might support our financing and operational needs associated with One Americas financial management.

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KPMG Lakehouse

–	Implemented new bank account structure necessary for funding the operations of the firm’s hotel operations, in partnership with the hotel operator.
–	Provided financial risk management protection through enhancements to the properties insurance program.
–	Supported OGC on the defense of various claims related to the sinkhole event during the construction process.

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Support of AR and AP functions

–	Directed a review of vendor contract terms, in partnership with Strategic Sourcing & Procurement and the DASC, which led to extension of payment terms on over 1,000 suppliers from 30 to 45 days.
–	Reviewed the costs/benefits of credit card accounts receivable platforms, implementing a few client-specific solutions. Helped establish the firm’s policy position with respect to requests from partners/clients to pay by credit card.
–	Expanded the use of the SUA vendor payment method, improving working capital and simplifying AP processing.

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Other cross-functional support

–	Implement new insurance programs for the KGS restructuring and the new KTSA company in Mexico.
–	Completed the implementation of the integrated Concur travel and expense reporting system used to process over 750K monthly expense reports.
–	Implemented a new accounts payable system called OPENTEXT that will optimize the processing of invoices across the firm payables, benefiting the shared service function.
–	Launched a redesigned payroll homepage utilizing a user-friendly launch pad for employee navigation to view semimonthly payroll, benefits, PTO, total rewards, and salary review.
–	Transitioned over 100 offshore FTEs in AP, AR, FWC, expense reimbursement, and general accounting from India to Jamaica.

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FY19 Capital Management

–	Executed a new two-year $200 million Revolving Financing Facility enhancing the firm’s working capital resources and ensuring the firm maintained adequate cash-on-hand through the fiscal year. Transaction was executed quickly and efficiently through a bilateral arrangement with the firm’s Tier 1 banking partners, reducing the cost of execution. The placement of the new facility preserved the firm’s access to its existing five-year $865 million Bank Credit Facility.
–	Refinanced the $720 million Partner Loan Facility, which extended the maturity of all outstanding partner loans to a new five-year term and providing new and existing partners with access to loan financing for another two-year period.
–	Identified sources of “trapped cash” through the legal organization and bank account structure of the firm, improving the firm’s cash-on-hand position through cash consolidation activities.

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Cash Forecasting Model

–	Fully implemented and integrated the Cash Forecasting Model into the F&A function.
–	Replaced previous accrual-based “Balance Sheet Model,” which did not present an accurate true-cash basis view of the firm’s operations.
–	Utilized the new model in the October AFC and Board presentations on “Partner Capital & Interest Rates.”
–	Developed monthly variance and reforecast reporting routines to the CFO and AFC.
–	Provided critical discussion & analysis of the firm’s cash trends which in turn affected firm strategy, specifically implementation of various DSO mitigation plans.
–	Improved the understanding of partners’ personal cash management behaviors, which led to consideration of alternative partner capital management ideas which are currently under review.
–	Developed new analysis and perspectives on the firm’s long-term balance sheet trends, which historically had not been a focus of the F&A function, leading to greater understanding of the financial implications of firm business decisions and accounting policies. Notably the analysis highlighted the increase in firm debt leverage prompting senior management/board-level review of the firm’s leverage risk tolerance measurement.

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Pension Management

–	Supported the firm’s pension plan program as a member of the PSIC and PSIC subcommittees. Identified new funds for plan participants. Improved management understanding of various forms of pension-related financial risks.
–	Worked closely with the firm’s actuaries to develop new forms of risk reporting and improve readability and understanding of existing reports.

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Global Resource Leverage (GRL)

–	Continued to mature JESS (Jamaica Extended Shared Services Model) across BPG including build-out of a new, dedicated building in Kingston with 175-seat capacity, bringing the total of JESS resources to 227 by year-end. Inaugural event was attended by the Prime Minister of Jamaica. JESS now supports over 25 discrete processes across F&A, Human Resources, and Clients & Markets, and the model is now contributing over $3 million in annual savings to the U.S. firm, with over 125 new hires planned for FY20.
–	Completed transition of over 105 F&A resources from EXL to JESS(General Accounting, AP, AR, EMC Support, and Firmwide Cost) which will support a more agile and collaborative operating model that can be expanded to support future growth at a lower cost and higher degree of quality. There will be a total of approximately 140 resources in JESS supporting the F&A team steady-state.
–	Implemented a truly global recruiting model for JESS with the support of the U.S. Experienced Hire Team, which involves screening and oversight from the U.S., research capabilities in KGS India, screening activities in KPMG in South Africa; and interviewing and hiring in Kingston, Jamaica. An awesome example of cross-functional and global collaboration.

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Supported establishment of the new Digital Nexus Operating Model which relies heavily on a new wholly owned U.S. entity located in Mexico City as well as transition of resources to KGS in India who will perform application development and maintenance activities. Supported development of the operating agreement between KPMG in the U.S. and KPMG in Mexico as well as new onboarding policies for KGS.

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New Treasury Hire

–	Hired Derek Huneau in July as a Treasury Manager, adding new quantitative and financial risk management skills to the team. Derek has had an immediate impact on the quality and speed of the Group’s various work products, most notably the cash forecasting analysis.

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Staff Development

–	Supported existing staff development through direct coaching and encouragement to identify and attend available training programs.
–	Efforts led to increased production from some of the group’s staff members.

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Experimented with an agile development model for the CRG that allows us to deliver value earlier in the process by prioritizing and developing incrementally, inform future development by taking advantage of incremental delivery to obtain feedback throughout the process, improve coordination between teams, more effectively allocate resources, and deliver better products at a faster pace.

—	Continue to mature the JESS delivery model, including support of BPG areas and services that have previously not taken advantage of offshore delivery models to reduce costs such as Risk Management, IMO, and OGC. Build out a second dedicated facility adding 275 seats bringing the FY20 forecast for JESS to 327 people across all BPG teams.
—	Complete the transformation shifting all offshore F&A support services from EXL to Jamaica. The full transformation will be completed by Q2 FY20 with over 150 F&A professionals located in Jamaica. These F&A professionals will support the DASC, EMC, and FWC teams.
—	Support One Americas operating model by facilitating development of new delivery centers in Latin America supporting inbound U.S. client requirements as well as BPG support. GRL focus will be on delivery model strategy and implementation as well as ongoing governance and firmwide policy compliance.
—	Coordinate with functional and regional leadership to support trust and growth across LatAm while providing Treasury and financial analysis support to the One Americas project.
—	Review the firm’s commercial insurance program, specifically to consider the benefit of Employee Practices Liability Insurance and various insurance coverage options as the firm enters into the operations phase of KPMG Lakehouse.
—	Continue to review and implement new AP and AR methods with the firm’s banking partners and the DASC.
—	Develop and implement the Phase 1 cryptocurrency AR platform.
—	Continue developing F&A automations model supporting all BPG areas as well as EMC services that have not taken advantage of automations to reduce costs and support the Jamaican offshore support services. Targeting the development of JE automations which will eliminate the use of offshore support to process over 4,000 monthly journal entries.
—	Continue supporting the Advisory large engagement model having identified 24 large Advisory client engagements to be supported by the EMC group. The large client engagement model assigns one EMC to support all partners assigned to an Advisory client including the partners from the tax practice. During FY19 there were 13 EMCs aligned to support large engagements and an additional nine will be added in FY20 with the expectation to support 47 large clients in total.
—	Develop the F&A support model for the Lakehouse facility working with the Hyatt management team to implement internal controls and effective financial reporting systems to support the financial operation of the facility servicing the Functions and BPG groups.

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Drive higher quality, improved efficiency, and improved satisfaction of customer needs through developing standard actionable operating and financial information using the right platform. Key areas of focus for FY20: implementation of Climber Finance+ to deliver financial reporting with drill-down capabilities; and complete the buildout of Concur Expense reporting.

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Expand the CRG’s use of the agile development model in pursuit of faster delivery of value to our customers by prioritizing and developing incrementally, better informed development by taking advantage of incremental delivery to obtain feedback throughout the process that facilitates course adjustment throughout the process, improved coordination between teams, more effective allocation of resources, and the delivery better products at a faster pace.

—	Continue to develop the new Treasury Manager and optimize the alignment Treasury staff responsibilities. Continue to promote the profile of the Treasury team by supporting strategic initiatives and further developing relationships with other BPG units.

Firm Taxes

John Cole

Partner in Charge
Firm Taxes

Firm Taxes provides exceptional financial and tax compliance services to the firm and our individual partners. This group comprises two teams—Partnership Tax Matters, which focuses on fulfilling hundreds of federal, state, local, and international tax returns for the firm while Partner Financial Services concentrates on serving our partners on their financial accounts, tax preparation and onboarding.

—	Partner Tax Services (PTS) achieved its highest enrollment level to date with 2,425 partners and retired partners using the service to prepare their individual 2018 tax returns.
—	Working with our colleagues in the KPMG global network, Partnership Tax Matters (PTM) successfully concluded tax audits in foreign jurisdictions that resulted in no incremental tax assessments. The team also successfully recovered foreign withholding taxes of more than $500k.
—	In collaboration with the Firm’s Business Tax Services Accounting Methods and Credit Services group (BTS – AMCS), PTM conducted a cost segregation study to identify significant cash flow savings for the firm.
—	PTM, working with Washington National Tax (WNT) and the SALT incentives group, conducted several studies to identify potential opportunities for significant state tax savings related to the Lakehouse.

—	PTS reviewed more than 300 federal tax returns as part of the Partner Return Review Program, a new global policy requiring all KPMG partners to have their personal income tax returns prepared or reviewed by their member firm to help ensure that tax reporting by KPMG partners conforms to high standards of accuracy and integrity.
—	Partner Accounts collaborated with Treasury to improve monthly metrics cash balance and withdrawal reporting for integration with Treasury’s modeling forecast of the firm’s cash position.

—	Firm Taxes continued to focus on evaluating the impact of the late 2017 tax reform legislation for our firm and our partners. In collaboration with the Washington National Tax (WNT) and various other specialty federal and state tax groups, PTM determined the federal and state impact of tax reform, performed various studies, prepared various impact analysis for many of the firm’s senior leadership teams, drafted required disclosures, and documented and implemented all related reporting changes. Partner Care and PTS reviewed and updated a wide range of instructions and communications to help partners understand key changes resulting from tax reform and take the necessary actions to comply with new federal and state tax requirements.
—	PTS and Partner Care held counseling sessions and provided three-year tax projections for 180 new internal promotes to partner and DEPs. Partner Care also presented at the annual DEP Leadership Summit in August to help these new partners navigate key financial and benefits issues during their first year at the firm.
—	Partner Accounts and Partner Care provided personal tax and/or cash flow statements for 135 separating partners in 2019 to help them plan for these important issues during their withdrawal year. In addition, Partner Care held a joint day-and-a-half session with the alumni group for all partners who retired in 2019 to help them plan for the key issues related to their transition from the partnership.

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For the 2018 tax season, PTS introduced a “bot” to collate and publish approximately 2,450 partner tax returns. Through this new technology, the team was able to significantly reduce the amount of time it took to deliver completed returns to partners (from 24–48 hours to 5–15 minutes upon completion of their tax returns), providing a better partner experience and reduction in offshore costs.

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PTM successfully deployed a “bot” to securely process complex tax affidavit forms (14 states) for more than 2200 firm partners. This automation brings about 200 hours in savings to the group annually. In addition, the team expanded its use of digital solutions by incorporating a “bot” to aid in its audit of partner state K-1s.

—	PTM will focus on integrating One Americas partners into our existing processes to ensure compliance with U.S. federal and state income tax reporting and firm withholding requirements.
—	PTS will be a key stakeholder in the Global Mobility Service’s Technology Platform Transformation initiative that will replace Atlas and LINK admin, the applications used by PTS to track and deliver partner returns. The new platform will allow PTM to more efficiently manage their workflow and better support their clients.

—	Along with other tax practices within the firm, PTS is moving to CCH (Wolters Kluwer) as its preferred tax software provider to decrease return preparation/review time and improve the efficiency of our tax return processes.
—	Partner Accounts will develop a capital loan module to provide partners the ability to model loan prepayment options as well as process actual loan prepayments, helping to streamline prepayment requests.

—	All Firm Taxes teams will continue to focus on evaluating the impact of tax reform and provide insight to firm leadership and guidance to our partners.
—	Partner Care will launch an updated version of Partner Center for alumni partners that will streamline the setup process and make it easier to use the site.

—	PTM and Partner Care working closely with our colleagues in Digital Nexus will introduce new functionality on Partner Center that will provide partners the ability to electronically sign and submit required individual tax forms. This new e-signature functionality will greatly improve our partners’ experience, eliminating the need for them to go “offline” to complete forms, and provide significant time savings for our team here in Montvale.
—	Partner Accounts and Partner Care will streamline the partner capital new loan documentation process by providing partners the ability to submit electronic versions of all required loan documents.
—	PTM plans to partner with the digital Center of Excellence to determine where best to leverage bots to replace manual processes. This could potentially save a 100 hours or more of review time.

Financial Planning & Analysis

Scott Fritz

Managing Director
Firm Planning & Analysis

Firm Planning and Analysis professionals provide firm leadership with deep financial insight into what drives KPMG’s growth and the firm’s cost structures. They analyze key business drivers, set financial targets, and prepare monthly, quarterly, and annual reports. They establish and monitor the financial plan for the Market Place Portfolio and monitor KPMG’s Strategic Growth Initiatives.

—	Undertook the Future of Finance initiative in collaboration with CFO FP&A groups and our Advisory practice.
—	Formed the “Digital Finance Network” which has been responsible for developing agendas, facilitating value-added discussions, identifying opportunities for intelligent automation/process improvement, and coordinating with other groups such as the EDW team to help advance initiatives (e.g., Audit Data Mart).
—	Established working connections within the Federated model with Digital Nexus with key areas such as EDW, DART, RPA, and applications.
—	The Market Forecast team along with Advisory finance took the lead in creating a new Finance “Analyst Report.”
—	Also new for FY19 was working with Source to purchase and then customize their new analyses around “Systems Development and Integration” and “Theme” market data (emerging trends of Managed Services, Artificial Intelligence, Analytics, Blockchain, Digital, Customer Experience, and Robotic Process Automation), and sharing insights with Advisory and SGI teams.
—	Created Partner Compensation/operational profitability analysis visuals and accompanying observations explored Partner compensation including historical average compensation trends for each of the functions as well as Advisory service groups and Tax service lines, adjusted margin trends, and current-year target to target comp increases at service group/line levels).
—	Collaborated with Light House on multiple projects to expand our advanced analytics acumen. Probability of achieving plan project (Advisory Engagement Revenues) and Restatement of Engagement Revenue for Advisory predictive models.
—	Collaborated with RDC on enhancements in HANA. Assisted RDC in upgrade activities for the HANA/Business Objects platform for system performance improvement and the addition of SAP Lumira which is the engine behind the new AR Tool with “write-back” capabilities (adding notes into the system for billing explanations).
—	Collaborated with EDW team on enhancements in i360. Assisted/tested for the Financial Planning and F&A Datamart transition from Dallas to EDW. Drove additional automation for Management Committee reporting. Updates for new HR nomenclature around diversity metrics.
—	Worked with Global Finance and the broader global network of member firms in support of the Global Collective Priorities. Through close collaboration with U.S. firm and functional leadership, FP&A was able to stand up an ongoing process to collect and consolidate a three-year investment view. This investment view will aid both the U.S. firm and Global in evaluating progress against strategic priorities.

—	Rollout of updated partner month-end summary report (Partner Snapshot) with focused KPIs and commentary.
—	SGI/I&ES completed redesign of the monthly message format and delivery across the entire portfolio. Also completed redesign of the quarterly SGI forecast presentation to make it more easily digestible and concise for Leadership.
—	Launched a new online planning and forecasting tool for the SGIs that enhances the speed and accuracy of the project planning process and allows the ability to produce scenario-based financial models embedded with analytics.
—	Leveraged available industry information to create greater insights and understanding of the investments we support, by incorporating market information into SGI planning presentations.
—	Moved several processes to EDW including migration of the Finance FP&A database to EDW, which supports a significant portion of Finance reporting. By making a concerted effort to migrate to the EDW finance teams have become more efficient and positions us towards the firms overall Data Strategy.
—	Developed working and reporting process to accurately review IT spend for clearer and transparent view of our IT initiatives and spend.
—	Revised and automated Plan, Forecast, and HLP plan decks. Develop new working forecast deck to accommodate new planning process.
—	Moved Both LATAM and Canada to updated enhanced versions of HFM.
—	Archive and decommission FAD-related databases. Formulated a plan with Architecture/Operations for decommissioning end-of-life servers (Windows 2008 Server) and creation of a new development server with current specifications.
—	Enhanced the partner compensation planning process by refining stratification and related analytics to support senior firm leadership and their goal to better align partner compensation to firm results.

—	Created a training framework for Finance to capitalize on internal and external experience within the accounting area and new analyst tools. Training topics included engagement accounting concepts and tools training such as Alteryx, Automation Anywhere, SQL, and Qlik. This has greatly enhanced core capabilities within Finance. Program to be formalized in FY20.
—	With a goal of continuing to promote a learning environment by exploring available trainings to develop staff both professionally and personally, the team coordinated with the SGI SPO team to organize training around Managing Difficult Conversation so assist with project and budget management.
—	Developed focused training session for new F&A employees on financial platforms, Oracle, and HFM.
—	Established a core operating goal that each team member leverage the firms BPG Learning programs through KBS. Resulted in the highest participation rate in BPG learning of any finance group.
—	Through trainings and leveraging in actual work in process we are increasing finance personnel’s toolset and business acumen to meet our changing business needs supported by next-generation analysts.
—	Continued focus as a group of increasing on campus engagement including increased participation in diversity networks, participation in the Office Leadership Council, and solid representation on the F&A Connectivity Council. Several team members are also involved with the firms on-campus mentoring program.

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Firmwide FP&A group established a new annual review process of all current deliverables and processes with the goal of automating, streamlining, enhancing, or eliminating activities in order to focus on higher-value services and reduce time on processes that benefit from new technologies. For FY19 over 90 automations/efficiencies were identified with a time savings of 3,500 hours annually.
Examples include:

–	I&ES created Alteryx workflows for each area that converted raw ECC live GL data, as well as Plan/Forecast, into outputs that summarized the teams’ YTD variances versus Plan/Forecast from the prior year. The team also worked with HR to create a recruiting monthly update report for all of I&ES/SGI cost centers.
–	Created two new reports leveraging Alteryx and HANA to create mid-month actuals to forecast report for all Program managers in the portfolio and a client experimentation tracking report.
–	BOT Lightyear developed to automatically run the bookings and opportunities snapshot for management saving several hours a month.
–	BOTS were created using RPA (including an Alliances BOT to assist in pulling HANA data for monthly reporting, SGI PDF Break-out and Tagging BOT).
–	i360 was further leveraged as the I&ES team participated in the project to enhance i360 reporting with the inclusion of Alliance-influenced bookings and pipeline data, as well as a new link in i360 to the Market Forecast data housed on the Analyst Relations KPMG portal (also redesigned in FY19 with the addition of additional market data and analytics from Source/IDC).
–	Supported the Clients and Markets team and their go-to-market mission by restructuring reporting and other analytics that places an emphasis on industry and strategic channels such as Private Equity and Venture Capital.

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Develop an action plan for areas of improvement under the Future of Finance initiative. Initial actions likely to include creating specialized teams and consolidating capabilities while driving even greater tool adoption/uses such as formalizing the Digital Finance Network.

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Continue to enhance the Finance “Analyst Report” with the Advisory finance group that encompasses purchased analyst data and analyses, Lighthouse regression analysis, and Advisory bookings, pipeline and capacity analyses, into a comprehensive market overview. New for FY20 will be the purchase of additional market data from Source Global Research around LatAm/Global and the new theme of “Front/Middle/Back office,” as well as competitor analyses for 10 competitor firms of our choosing. As a result, a priority for FY20 will be creating/enhancing reporting around the expanded data and analytics, including a new interactive dashboard.

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Support the evolution of the SGI portfolio, including the new organization of the portfolio, as well as the need to supplement the more traditional measures of project outcomes (influenced revenue) with more dynamic measures to better assess our market penetration and enablement of our teams’ adoption of the capabilities being developed.

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Continue with development of deep dive result scenarios and monitor results throughout the year to enhance models and drive increasingly greater insights.

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Continue to develop a comprehensive Data & Analytics effort within FP&A

–	Data – Ongoing quest to ensure data quality. Validating, organizing, and cleansing; investigating challenged areas and ultimately gaining a better understanding (of Audit data, pipeline challenges, third-party data, etc.)
–	Analytics – More frequent production in-house with more direct value for our customers
–	Expand on progress made in Advisory predictive space and apply to Audit and Tax to create more comprehensive firmwide forecasts.

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As our talent and advanced skills expand, the group will continue to be relied on as technology/efficiency leaders for FP&A.

–	Alteryx, Tableau, Qlik, SSRS guidance/training

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Start to evolve Data Delivery of the future with a an ”art of the possible” Creation of “Priority Flash” digital dashboards which should be designed to meet the specific needs and responsibilities of individual business owners throughout the firm (i.e., tailored to individual leadership roles, client facing roles, and daily management needs).

—	Continuing exploration with D&A tools and other technologies to help drive deeper insights in the areas we support while enhancing the quality of our underlying data.
—	Further leverage industry/market data—solidifying our financial analysis, encompassing intelligence that would allow decision makers to look at data with a broader lens.
—	Revise and Revamp older leadership reporting packages with focused and clearer data aligned with our I360 reporting.
—	Continue to automate the Management Committee reporting process. The current EDW/automated percentage of KPI’s that are automated is 65 percent with a planned release in the first quarter which will bring it to almost 75 percent.

—	Formalize FP&A Training through communication, assigned subject leaders and formal annual planning calendar for FP&A. Classes to include Engagement Accounting, Alteryx, Qlik, SQ, and i360
—	Continue to promote a learning environment by exploring available trainings to develop staff both professionally and personally. Continue to leverage available industry information to create greater insights and understanding of the investments we support.
—	Continue development with the use of technology (e.g., Alteryx, SQL, Qlik) to provide services on par with KPMG Lighthouse for internal clients.
—	Expand new toolset expertise to other areas within the CFO Organization’s through training and workshops.
—	Provide specific training to F&A members on both planning and reporting functionality within both Oracle and HFM to optimize technology and increase productivity.

—	Continue to explore and implement further ways to enhance the overall processes of the group, include additional analysis which will provide enhanced insights to leadership. This will include leveraging new tools the team has already been trained on (such as Qlik, Alteryx, and RPA), as well as investigating the use of new tools such as Tableau.
—	Need to develop a firm rolling forecast and plan minimum of 18 months, possibly 3 years, to allow the firm to report more real time to have insight to current, mid- and long-term growth prospects. This helps anticipate future resourcing needs and assist with decisions on priority areas of investment.
—	Creating analytical proof-of-concepts utilizing the “right tools for the job” in analytics and AI in an accelerated way to determine which solutions that will have the greatest impact for the organization in a quicker, more condensed cycle times.
—	Work with leadership on promoting and actionizing regular use of the Management Committee Reporting (MCR) dashboards i360. These dashboards were developed for the purpose of providing senior management with a business scorecard looking at areas across the firm to help analyze and create actions around the health in certain areas.

Strategic Sourcing & Procurement

Mark Elsner

Executive Director
Strategic Sourcing & Procurement

Strategic Sourcing and Procurement manages and executes the entire vendor lifecycle from requirement gathering, competitive bidding, negotiations, contracting and ongoing vendor management.

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Streamlined and implemented the contractual signature and purchasing requisition approval policy within BPG for products and services that are purchased for internal use and consumption. Changes align accountability with business stakeholders who manage respective budgets, while delegating authority, increasing rate of transactions, and increasing firm controllership transparency for all spend transaction that are $500K plus.

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Collaborated with Treasury and Accounts Payable to extended payment terms to 45 days for 1,000 suppliers representing approximately $0.6 billion in annual spend. A 45-day term is now default in SSP contract negotiations and new suppliers added by Accounts Payable into SYNC. Average monthly benefit of $22 million in supplier payments extended into the next fiscal month (e.g., $22 million that would been paid in FM10 now paid in FM11).

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During FY19 and in collaboration with business partners, completed 81 sourcing initiatives with varying degrees of complexity to achieve $51 million in cost avoidance and control for documented benefits with a three-year or shorter term

–	Technology: $20 million
–	Non Technology: $14 million
–	Travel: $10 million
–	BOTS were created using RPA (including an Alliances BOT to assist in pulling HANA data for monthly reporting, SGI PDF Break-out and Tagging BOT).
–	Professional Services and Contingent Labor: $7 million

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Lead in the reduction of Digital Nexus telecomm expense and capital purchasing needs by reducing and renegotiating vendor expenses.

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—	Supported over 500,000 annual business travel bookings across the air, lodging, and ground transportation categories. In FY19, KPMG in the U.S. employees safely visited 95 countries and over 3,000 cities; traveling through 800+ airports and staying at over 14,000 hotels worldwide.
—	Leveraged increased travel spend into Orlando with travel suppliers to negotiate improved pricing and elevated service levels for KPMG employees in alignment with customer experience expectations for the Lakehouse.
—	Developed and implemented travel reporting with a purpose which allows end users to detect fraud, provide policy oversight, measure policy effectiveness, and enable end-user analytics and reporting.

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Completed staffing a vast majority of the department category management positions (20+), which is a primary value driver. A category manager is responsible for developing and implementing supplier strategies in collaboration with aligned business partners for a defined scope of products and services. Primary category management responsibilities include management and execution of the entire vendor lifecycle; inclusive of requirements gathering, supply market research, competitive bidding, negotiations, contracting, and ongoing supplier management for applicable vendors. Category managers also collaborate with client leader partners when a vendor is a client of the firm; to ensure fulfillment of any compliance related requirements and support aligned business development objectives. The efficiency, effectiveness, and service levels of the category management staff are elevated when there is a high degree of collaboration, , and inclusion. It enables the staff to gain a full understanding of technical and operational requirements and drive respective fulfillment.

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Supported DiversityInc Top 50 application by providing validated Tier I and II diversity supplier spend ($119 million or 18.6 percent of procurement spend, distributed among a total of 400 diverse suppliers) and an overview of our program. KPMG made the DiversityInc top 10 list for the second consecutive year, coming it at #9.

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Expanded the deployment and use of SAP Ariba P2P (Procure-to-Pay) within BPG. Enabled 550 vendors and $103 million in spend through FM11. Benefits include a closed, automated, and digital procure-to-pay process, increased spend visibility and detail, automated fiscal controls with approvals prior to purchase and reduced cycle time on procurement transactions.

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Collaborated with Independence to migrate individual purchasing transaction LAEP approvals, to an annual LAEP approval for select suppliers with a monitored spend cap. Implemented for 20 Audit Client suppliers with approximately $130 million annual spend and expanding to 52 more with approximately $20 million annual spend. Benefits include elimination of numerous LAEP approval requests to partners for the same supplier/spend type and a reduction in purchasing process cycle time.

—	Expand implementation of the contractual signature and purchasing requisition approval policy across the Functions for products and services that are purchased for internal use and consumption. Develop and implement similar policy changes for professional services subcontracting in collaboration with the functions.
—	Implement Procurement Policy to memorialize SSP Scope, enhance spend controls, and establish clear purchasing guidelines for employees. Establishes a preferred vendor approach to purchases, competitive bidding requirements, identifies/guides clients to preferred purchasing channels, and define roles and responsibilities in the purchasing process between Stakeholders and SSP.
—	Complete development and implementation of spend analytics and reporting capabilities; with an ability to provide both revenue and spend reporting for KPMG in the U.S. clients that are suppliers to the firm.

—	Advance continuous operational improvement initiatives across scope of services, capabilities, customer service, systems, processes, policies, and alternative service delivery models.
—	Continue to collaborate with the OGC and various Risk departments to further review and rationalize controls and requirements. Jointly develop and implement process and policies which are “fit for purpose” and support operational efficiency and effectiveness. Where needed, clarify and refine respective scope, roles, and responsibilities.

—	Continue to develop category management staff and capabilities through an aligned staff development framework and prioritized set of training modules scheduled to occur from September to December. All category management staff will be held accountable for achieving a comprehensive set of FY20 category management objectives.
—	Complete benchmarking of the supplier diversity program and develop an action plan to mature our supplier diversity efforts, inclusive of quantitative objectives.

—	Continue to expand the deployment and use of SAP Ariba P2P (Procure-to-Pay) across Tax, Audit, and Advisory to achieve increase spend transparency, data/detail, control, and reduced purchasing cycle times.
—	Implement Contract Lifecycle Management Solution (CLMS) in coordination with Digital Nexus. Centralizes storage of buy and sell-side contractual documents, provides dashboard capability including contract risk profiling and contractual work volume (e.g., contracts expiring in next 30-60-90 days), automated expiration notices and workflows as well as digital contract signatures via DocuSign.
—	Evolve and expand current department KPIs including cycle time, savings, and contracting by leveraging data from various systems (e.g., Inquiry Express, SAP Ariba) with a focus on identification of process improvement opportunities.

Collaborating across the organization

Enterprise data warehouse/FP&A

The FP&A team has consolidated financial data to a warehouse that all F&A teams extract from. When all data is extracted from the same place, there is consistency in answers. Consolidating data extracts enables everyone to have the same data sets to make appropriate conclusions. It also promotes data literacy and capabilities that support the firm’s data strategy.

Collaborating across the organization

CFO Audit

The Audit CFO team teamed with KPMG Lighthouse to develop a predictive revenue growth model that leverages specific economic indicators unique to local markets. The revenue growth model was incorporated into the five-year headcount/revenue planning model that enables the leaders to make informed decisions about staffing strategy as well as identifying markets with disproportionate growth potential over the several years.

Collaborating across the organization

FP&A

In 2019, the Digital Finance Network was formed. The Digital Finance Network is a virtual group that consists of members from several different areas of the F&A Organization. The group has been responsible for facilitating value-added discussions, identifying opportunities for intelligent improvement, and coordinating with other groups such as the EDW team to help advance initiatives (e.g., Audit Data Mart).

Collaborating across the organization

Firm Controller

The team continued to mature JESS (Jamaica Extended Shared Services Model) across BPG including the build-out of a new, dedicated building in 175-seat capacity bringing the total of JESS resources to 227 by year-end. JESS now supports over 25 discrete processes across F&A, Human Resources, and Clients & Markets, and the model is now contributing over $3 million in annual savings to the U.S. firm with over 125 new hires planned for FY20. A global recruiting model was implemented for JESS with the support of the U.S. Experienced Hire Team. KGS India conducted candidate research, then screening activities were carried out by KPMG in South Africa; and interviewing and hiring in Kingston, Jamaica.

Collaborating across the organization

ION – Admin Career Framework

The Admin Career Framework was a multiyear effort focused on defining roles, levels, and career progression for all ION administrative professionals. The new competency model defines core skills that can be objectively measured, which are needed to progress throughout the administrative professional’s career. There is now a shared single title with four private delineations that map out career progression for these professionals. Also, now all levels are nonexempt and can receive overtime pay. The end result is providing partners and their engagement teams with the support needed in today’s dynamic business environment.

Collaborating across the organization

Data SGI

The Digital Nexus organization worked with the Data Strategy team and SGI leadership to properly reflect the costs associated with the SGI investment to build data assets, as well as the build-out of the data organization within the Digital Nexus group. This is the first time the group had an SGI. This included structuring cost capture around project costs versus operating costs and articulating the financials in support of the operations. Having robust financials supported the investment in data as an asset which increases the firm’s competitiveness in the market, speed to answer clients, provide more analytical capability, and increase confidence in the firm’s data.

Collaborating across the organization

The Firmwide IT Report

The Digital CFO group set out to design a report that reflected the cost of IT across the firm which was extremely challenging due to the nature of how technology expenses are incurred in various areas across the U.S. member firm. The Digital CFO group worked in conjunction with the FP&A group, the functional CFOs, and controllers to design and automate a report that is used today in monthly reporting. This report provides a holistic view of technology expense across the U.S. member firm supporting the digital transformation federated operating model. The firmwide IT expense report provides transparency to where the firm is making investments and running IT in support of the federated IT operating model which will help the firm drive IT market quality at market speeds.

A year in photos

CFO Organization priorities

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Community, Culture and Teamwork

2019 CFO Organization Annual Report

CFO Foreword:

The CFO organization by the numbers

54

177

132

37

3

KPMG's strategic priorities

Recognized for quality

Innovation at our core

Values and culture

Winning in the market

Extraordinary people

Operational excellence

Operations strategy 2020

Service Focus

Innovate

Integrate

Our values

What we believe

Integrity

Excellence

Courage

Together

For Better

Delivering greater value to the firm

Bringing out the "best" in our people

Delivering greater value to the firm

Innovation at our core

Delivering greater value to the firm

Bringing out the "best" in our people

Delivering greater value to the firm

Supporting the business

Browse CFO Organization Teams

Events & Meetings

Danielle Purfey

ION

Bob Goldstein

Lakehouse

Bill Flemming

Carol Muldoon

Montvale Operations

Carol Muldoon

Real Estate

Vanessa Scaglione

CFO Advisory

Phil Moccio

CFO Audit

Kalpana Arvind

CFO Tax

Ed Banks

CFO Digital

Ray Quiroga

Firm Controller & Treasury

Joe Arena

Firm Taxes

John Cole

Financial Planning & Analysis

Scott Fritz

Strategic Sourcing & Procurement

Mark Elsner

Collaborating across the organization

Enterprise data warehouse/FP&A

Collaborating across the organization

CFO Audit

Collaborating across the organization

FP&A

Collaborating across the organization

Firm Controller

Collaborating across the organization

ION – Admin Career Framework

Collaborating across the organization

Data SGI

Collaborating across the organization

The Firmwide IT Report

A year in photos

CFO Organization priorities