Deal Advisory: Strategy
The role of our strategy team is to work with C-level Executives to identify, structure and provide approaches to their most critical strategic issues across the economic and transaction cycles.
As part of a fast paced and dynamic group, you will have the opportunity to offer strategic advice on financial, business and operating models to corporate, public sector and private equity clients. Our proprietary 9 Levers of Value framework and clear thinking helps our clients navigate the challenges of selecting the optimal strategy to achieve their objectives.
For many clients, for example, sector convergence is an area creating both opportunities and threats in the shape of new markets, propositions, channels, technologies, and behaviours. Our people help organisations and executive teams adapt and respond to these disruptive forces. We support organisations in defining their ambition and developing innovative strategies that embed the agility and operational excellence needed to thrive in dynamic markets.
Most Strategy Group work is undertaken in multidisciplinary teams, and there will be opportunities to work across different sectors and internationally. To help deliver successful change we regularly draw on KPMG’s broad industry experience across large-scale transformation, change management, mergers and acquisitions, corporate and finance restructuring, tax structuring and risk management situations.
Within our Strategy team is our specialist Strategy & Transaction Modelling Group that helps clients to illustrate the impact of critical decisions. This is the designated modelling team for Deal Advisory and it also supports KPMG’s Corporate Finance and Transaction Services teams. They analyse the dynamics of a business and work with our clients to answer their ‘what-if’ scenarios to help evaluate the impact of major change.
The models are designed to help clients understand how different assumptions can impact on the success or failure of their project. They are used in a wide range of decision-making processes from business planning, through restructuring and M&A.
The group has a specialist focus on the health economy and are engaged on some of the most complex questions in the NHS. Their models bring much needed evidence to help senior executives make decisions on where to allocate finite resources. They advise on some of the largest deals, and you’ll often see the numbers and analysis they helped to produce being discussed in the FT and on breakfast news.
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