Marcus Murph

Principal, Advisory, Digital Enablement

KPMG in the U.S.

Marcus has over 20 years of experience helping Fortune 100 organizations leverage technology to drive enterprise transformation. He has direct hands on experience helping clients define, analyze and solve critical business problems to drive operational improvement, cost efficiency and enable quantifiable results. Navigating the world of disruptive technology is complex. The number of technology providers in the marketplace and the number of technology buyers within your organization grows every single day. He help our clients understand the ever increasing complexity of the technology landscape and determine how they can exploit technology to both grow the top line and optimize the bottom line. He can help bridge the gap between traditional technology centric organizations like IT and the broader back and front office organizations to drive unified outcomes across the enterprise. The answer is rarely about implementing a specific tool. Whatever the context, digital, cloud, intelligent automation, data & analytics, etc., he can help your organization cut through the hype, and define a realistic strategy that is appropriate to your business.

Three recent engagements

We now live in a world of hyper automation, and most organizations are intentionally focused on how to leverage emerging intelligent automation technologies to create new business models and transform their operating model. The continuum of these technologies includes RPA, BPM, chat bots and artificial intelligence. He recently helped a Fortune 25 telecom and media provider launch their intelligent automation from the ground up. The challenge was not only the technology roadmap, but gaining the support of the impacted employees / delivery centers. The results included hundreds of new automations, a culture accepting of job change via automation, a scalable intelligent automation strategy and multi 7 figure cost optimization.

Cloud is no longer and “if”, but a “when”. Yet many organizations are still challenged with multiple agendas, points of view and perspectives on how to leverage cloud technology. Furthermore, unraveling the complexity of existing IT systems and applications is far more challenging for many large organizations. He directly helped >$100B enterprise define a unified strategy for cloud, that ultimately aligned many competing internal initiatives in to a common cloud strategy to leverage both external cloud service providers and deploy an internal private cloud solution.

Many technology centric organizations, like IT, are challenged with how the consumerization of IT will their operating model. Emerging technology is taking responsibilities traditional performed by IT and automating them, moving them outside of IT and/or ceding them to 3rd party providers. He worked with a Fortune 25 telecom and media provider’s IT organization to define a future ready operating model, and realistic plan to migrate their legacy complexity, sourcing models, organization models and skills to the newly defined operating model.

  • MBA, University of North Texas

  • BBA, Baylor University

  • F100 telco and media providers

  • Global technology services company

  • Large power and utilities enterprise

  • Rapidly growing healthcare provider

  • Global financial services institution