understanding their priorities so that I can be sure
KPMG is staying relevant and properly positioned
to meet their demands.
Consulting: You mentioned a nearly 20 percent
growth rate. Is that growth rate sustainable as
you sit down to map out the three-year plan?
Carande: I believe it to be sustainable. When I look
at the large investments we’ve made in hiring experienced talent and I look at the dozen or so acquisitions we’ve made, and then I look at the environment
we’re in, and the complexity of the challenges our
clients are facing, I’m very bullish, and I see no reason why those growth rates wouldn’t stay in that
same range. Some of those investments we’ve made,
by the way, will take a little while to integrate, which
I think puts us in an even better position down the
road. We’ve also made a big investment in what we
call “Advisory University” to drive continued skill
generation and advancement with our people. That
will continue to be a huge priority for us; without the
right people and the right training and development,
we won’t be able to drive those growth rates.
Consulting: Where do you see the biggest
opportunities for Advisory?
Carande: One of our biggest opportunities is to be
able to work with our clients from strategy through
execution. We have to make sure we have a fully integrated offering that leverages all the multi-disciplinary components of KPMG and multi-disciplinary
components of the Advisory group for clients.
Our clients in a lot of our key industries—
financial services, healthcare, energy—are facing continued regulatory challenges that will put greater pressure on their operating models. As a result, we think
there’s great opportunity to assist our clients as they
go through those often difficult transformations.
And we also see big opportunity around opera-
tional excellence. While growth is still the top prior-
ity for our clients, operational excellence is critical
as we look at the global, geo-political challenges that
impact supply chains and impact the ability to have
efficient operations. In addition, we have the ability
to bring in tax resources for clients when appropri-
ate. All of that, I think, provides great opportunity
for KPMG to add value. And, I think our ability to
be able to tailor solutions by sector when appropriate
also adds additional value for our clients.
Like I said, I’m bullish; I certainly don’t think
there’s any shortage of opportunity. Our ability to focus on the most relevant areas and make sure we’re
the clear choice for clients because of our depth, our
capabilities and our commitment to drive value will
ultimately help us achieve our growth goals.