Com vasta experiência em bancos, gestão de ativos, meios de pagamento, seguradoras e fundos de pensão, Oliver Cunningham é categórico em defender que as inovações digitais disruptivas que vimos acompanhando – a exemplo de modelos descentralizados de negócios, inteligência artificial, blockchain, moedas digitais, big data – causarão um impacto cuja magnitude ainda nem somos capazes de antever. E mais: quando somadas a alterações na curva demográfica, nos valores sociais e no comportamento dos clientes, os resultados serão ainda mais impressionantes. Nesse cenário, o grande desafio é se permitir criar novos mapas mentais que compreendam a mudança – tanto para aproveitar as oportunidades, como para antecipar-se aos riscos para o seu negócio. Para que se tenha uma ideia, o relatório “Investing in the future” (Investindo no futuro), da KPMG Internacional, estima que a quantidade de empresas de gestão de ativos no mundo deverá cair pela metade até 2030. O grande destaque é para uma tecnologia muito mencionada, mas ainda pouco compreendida: a blockchain. Além de viabilizar o funcionamento das criptomoedas, tem um potencial para revolucionar processos e negócios e é considerada tão significativa para o mundo das transações, como a Internet foi para a comunicação. A tecnologia aliada a criatividade e ao empreendedorismo faz borbulhar novas empresas e negócios. Oliver Cunningham é sócio na área de Estratégia & Operações em Serviços Financeiros da KPMG, empresa que foi nomeada líder em consultoria em transformação digital pelo IDC MarketScape. Oliver desenvolveu vários projetos de avaliação de novos projetos e iniciativas de negócio, culminando com a elaboração de business plans e modelos de avaliação econômico-financeira para projetos estratégicos além de ter liderado projetos de avaliação de oportunidades de negócios por competidores externos, trabalhos de avaliação de empresas, e redesenho de processos organizacionais.

1. TheGreatRewrite
Maio 2018
–
Oliver Cunningham | Head de Innovation & Digital Transformation | KPMG Brasil

2. “Nóspassamosdaeradainovação.Nosso
mundoestásendoreescrito
completamente.”
-Leonard Brody para KPMGVoice

3. 3© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OImperativodaTransformação
The
Rewrite
Porque
Agora?
Desafiosde
Hoje
Desafiosde
Amanhã

4. 4© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Fonte:
2016 MIT Sloan Management Review,.
Aligning The Organization For Its Digital
Future
2016 KPMG CEO Outlook
87% dos CEOs antecipam que as tecnologias
digitais vão transformer suas indústrias
72% dos CEOs dizem que os próximos 3
anos serão mais críticos para sua indústria
do que nos últimos 50 anos
53% dos CEOs acreditam que sua
empresa não está transformando os modelos
de negócios da indústria suficientemente
44% acreditam que suas organizações
estão adequadamente preparadas para as
disrupções previstas
OqueosCEOsdizem
Fonte: 2016 MIT Sloan Management Review,. Aligning The
Organization For Its Digital Future / 2016 KPMG CEO Outlook

5. 5© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Estratégia de
Negócios
Digital
Transformação
da Empresa
Digital
Omni-
Business
Engajamento
do Cliente
Digital
Digital
Marketing
Mobile
Supply-Chain
Digital
Modelos de
Negócio
Disruptivos
ADisrupçãoDigitalmudouradicalmenteoAmbientedeNegócios

6. 6© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
NovosComportamentosdeClientesgeramNovasOfertas
Clientes da nova
geração checam
seus smartphones
O span de atenção
de um cliente de
smartphone
Estão frustados com
as experiências
atuais entre canais
Vai envolver uma
tecnologia
emergente
Agentes humanos
ainda estarão
envolvidos
Pensam que as
empresas não
entendem o que
eles precisam
Em 2022:
Fontes: 2016 Gartner: Plan Now for Critical Shifts in Customer
Interaction Patterns | 2017 KPMG Digital The New Normal
8
segundos
159 vezes
ao dia
58% dos
clientes
79% dos
clientes
44% das
interações
72% das
interações
On-Demand Simples Omni-Channel Personalizado
Tecnologias
Emergentes Humano
QualéoimpactoB2B2C?

7. 7© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Oqueessasempresastêmemcomum?
Fonte: 2016 KPMG Desk Research
DISRUPÇÃO
DIGITAL

8. 8© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
A disrupção digital é a mudança em
forma e substância que ocorre
quando novas tecnologias digitais e
modelos mentais criam novos
modelos de negócio com proposições
de valor que desafiam a escala de
bens e serviços existentes.
LeveemAtivos
RicoemDados
ClientenoCentro
ModelodePlataforma
NovosModelosdeNegócio

9. 9© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OPoderdasPlataformas
DADOS
NETWORK-COMUNIDADE
INFRAESTRUTURA
ATIVOS FÍSICOS
Instagram
INFRAESTRUTURA
ATIVOS FÍSICOS
Kodak
DADOS
NETWORK-COMUNIDADE
INFRAESTRUTURA
ATIVOS FÍSICOS
AirBnB
INFRAESTRUTURA
ATIVOS FÍSICOS
Marriot
NETWORK-COMUNIDADE
DADOS
Instagram Kodak
AirBnB Marriot
1888
145,000
30B
(heyday)
2010
13
1B
(aquisição)
1927
226,000
35B
2008
5,000
31B
Fonte: 2016 KPMG Desk Research

10. 10© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
APlataformaB2B–ValueChainTradicional
Desenvolvimento
de Produtos
ConsumoProdução Marketing Vendas
MANUFATURADOR CLIENTE
“Este processo geralmente leva cerca de 18 a 24 meses e resulta
em uma taxa de sucesso de cerca de 50 por cento para novos
produtos."– Scott Weiss, Alumni Network Procter & Gamble

11. 11© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
APlataformaB2B–ValueChainQuirky(V1.0)
Produção
CLIENTE MANUFATURADOR
Desenvolvimento
de Produtos
Marketing Vendas
"Uma invenção pode passar da idéia ao produto para o mercado
em apenas quatro meses.
Na Quirky, estamos tentando apresentar dois novos produtos
por semana. “ - Ben Kaufman, CEO at Quirky

12. 12© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
APlataformaB2B–ValueChainQuirky(V2.0)
Produção
CLIENTE MANUFATURADOR
Desenvolvimento
de Produtos
Marketing Vendas
Quirky em Números:
303,441
Invenções
1,236,198
Membros
2,112,018
Contribuições
10,984,742
Royalties Pagos

13. 13© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
0
10
20
30
40
Radio Televisão iPod Internet Facebook Twitter Angry Birds
Tempoparaalcançar50Mdeusuários(Anos)
ANOS
38
ANOS
13
ANOS
4
ANOS
3
ANO
1 9
DIAS
35
Agilidade,Inovação,Escalabilidade...
MESES
Fonte: 2016 KPMG Desk Research

14. 14© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OImperativodaTransformação
The
Rewrite
Porque
Agora?
Desafiosde
Hoje
Desafiosde
Amanhã

15. 15© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Asempresasestãotransformandoseusnegócios
completou pelo
menos um programa
de transformação de
negócios nos últimos
2 anos
41% 60% 62% 12% 81% >50%
Sente-se capaz de
projetar um sólido
futuro operacional
Sente-se capaz de
conduzir a melhoria
contínua em seu
novo modelo
obtiveram resultados
ótimos com seus
programas de
transformação
avaliaram seus
resultados como
iguais ou abaixo
das expectativas
Não se sente capaz de
alcançar os benefícios
completos de seus
programas de
transformação
Fonte: 2017 KPMG Global Transformation Survey
Média entre todos os setores

16. 16© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
83%
37%
31% 30% 28%
Incapacidade de executar Falha para compreender a
complexidade do modelo
operacional
Incapacidade para inovar Falta da conexão cultural Falha na abordagem de
"valor comercial
primeiro" frente à
tecnologia
dizem que suas organizações não são altamente
capazes de executar um plano de implementação para
construir e operacionalizar um novo modelo operacional
subestimaram a importância das mudanças
no modelo operacional para afetar a
transformação em toda a organização.
As transformações que
começam com uma
tecnologia específica (e não
com objetivos estratégicos)
são DUAS VEZES mais
prováveis de falhar.
Ondeasempresasestãofalhando
Fonte: 2017 KPMG Global Transformation Survey
Média entre todos os setores

17. 17© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
DriversdaTransformação
CRESCIMENTO
EFICIÊNCIA
REGULAMENTAÇÃO
DISRUPTORS
Fonte: 2017 KPMG, Global Transformation Research

18. 18© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OImperativodaTransformação
The
Rewrite
Porque
Agora?
Desafiosde
Hoje
Desafiosde
Amanhã

19. 19© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
DesmontagemdaCadeiadeValor
• Reservas de capital
• Provisão de perdas
• Governança
• Front / Middle / Back Office
• Produção/Desenvolvimento do Produto
• Análise do cliente
• Filiais
• PoS
• Etc..
Alocação de
Capital
Provisão
de Produto
Distribuição

20. 20© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
DesmontagemdaCadeiadeValor
ALOCAÇÃO DE
CAPITAL
• Reservas de capital
• Provisão de perdas
• Governança
• Front / Middle / Back Office
• Produção/Desenvolvimento do Produto
• Análise do cliente
• Filiais
• PoS
• Etc..
Alocação de
Capital
Provisão
de Produto
Distribuição

21. 21© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
MissãodaAmazon
"NossavisãoéseraempresamaiscentradanoclientedaTerra,
construirumlugarondeaspessoaspossamencontrare
descobrirqualquercoisaquepossamquerercompraron-line".

22. 22© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
BigTechs
Grandes empresas de tecnologia, como Apple,
Amazon, IBM, entre outras, são vistas como
parceiros essenciais de players da indústria
O aumento da demanda pela digitalização de
processos e produtos como diferenciação
competitiva faz com que os grandes players da
indústria dependam cada vez mais das empresas
de tecnologia.
Infraestrutura
em Nuvem
Análise de Banco de
Dados Avançada
Benchmark de
experiência do cliente
Plataformas
de IA
Fonte: 2017 WEF – Financial Services

23. 23© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
BigTechsalémdeTech
Fonte: 2014 FABERNOVEL, GAFAnomics

24. 24© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OParadoxodoPinguim
“Pinguins poderiam voar se eles tentassem mais”
Preocupações Tradicionais Tendências Setoriais Disruptors
Especialização
Padronização
Hierarquias
Planejamento e
Controle
Redução de
CustosDemanda dos
Acionistas
M&As
Comportamento
do Consumidor
Demanda do
Mercado
Metodologias
Ágeis
Dinâmicas
Competitivas
Agregação da
Cadeia de
Valor
Modelos “As
a Service”
Demanda por
Transparência Novos
Produtos
Regulamentação Jornadas
Customizadas
Desintermediação
Ecossistemas

25. 25© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
BarreirasCulturaisParaATransformaçãoDigital
"O perigo para as organizações é de não cair em
desuso, como experienciado pelas agências de
viagens ou da Kodak. O perigo é que os modelos
de negócios inovadores levem pedaços de cada
carteira de produtos - roubando seus melhores
clientes e forçando taxas de redução"
O Banco do Brasil lançou uma operação
estruturada de Inovação aberta chamadaThe
Developer Portal. Ele concentra a informação das
APIs que o Banco fornecerá aos desenvolvedores
de aplicativos, que, por sua vez, colaborarão para
criar produtos financeiros melhores, mais
competitivos e personalizados.
As organizações não têm uma
visão clara da estratégia digital
As organizações estão relutantes
em aceitar projetos disruptivos
As organizações não podem recrutar
/ reter o talento tecnológico
Organizações não tem clareza sobre
as oportunidades de parceria
A cultura da organização não é
adequada para mudanças rápidas
Fonte: 2017 KPMG Desk Research

26. 26© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
LiçõesAprendidas
RISCO PESSOAL /
ORGANIZACIONAL
TOMADO
FOCO OU
OBSESSÃO AO
CLIENTE?
MÉTODO LEAN
PENSANDO /
TRABALHANDO
DIGITALMENTE
Cultura 'Safe to Fail'
Incentive o
"Intrapreneurship"
Integração de
Tecnologia Na
Vida Diária
Digital Labor
Projetar tudo
com base no
cliente
Ciclo de vida
do cliente
MVP
Agilidade
Análise de
Dados
Respostas
Rápidas

27. 27© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
OImperativodaTransformação
The
Rewrite
Porque
Agora?
Desafiosde
Hoje
Desafiosde
Amanhã

28. 28© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
StakeholdersdaOrganização
Business Natives
Descobrir as fraquezas do
modelo de negócios de
dentro para fora
Trazer os insights do Mercado
baseado nas necessidades e
demandas dos clientes
Moldar o novo modelo de negócios
e torná-lo intuitive para toda a
organização
ORGANIZAÇÃO
Digital Natives
Valor Agregado dos
Produtos
Clientes e
Consumidores
Processos Internos
Líderes da Transformação

29. 29© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
Tecnologia:FerramentaxEstratégia
Modelo de
Negócios
Tecnologia
Modelo de
Negócios
Tecnologia
TECNOLOGIA COMO FERRAMENTA TECNOLOGIA COMO ESTRATÉGIA

30. 30© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
PilaresdaTransformaçãoDigital
CLIENTE
DIGITAL
Uso de canais digitais (Web,
móveis e sociais) para
consumir conteúdo, engajar-
se com marcas e concluir uma
transação.
INOVAÇÃO
DIGITAL
A inovação do modelo de
negócios alcançado
alavancando novas
ferramentas digitais
DIGITAL
ENTERPRISE
Organização que usa
tecnologia como vantagem
competitiva em suas
operações internas e externas
1 2 3

31. 31© 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. No
member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International have any such authority to obligate or bind any member firm. All rights reserved.
Document Classification: KPMG Confidential
MudançadeValor
EMPRESAS MAIS VALIOSAS (em Bilhões)
Fonte: 2017 KPMG Desk Research
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
4 Petrolíferas
3 bancos
1 conglomerado
1 montadora
1 Empresas de
software
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
5 Empresas
Digitais
1 banco
2 conglomerados
1 petrolífera
1 Fármaco
2007 2017 EXPONENCIAIS

32. Oliver Cunningham
Sócio
Head de Inovação e Transformação Digital
KPMG, Brasil
Telefone +55 11 3940 3115
Assistente +55 11 3940 1812
oecunningham@kpmg.com.br

33. © 2018 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG
International provides no client services. No member firm has any authority to obligate or bind KPMG International or any other member firm vis-à-vis third parties, nor does KPMG International
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