Crunch time series

Novel and exponential

technologies in Finance
The NExT frontiers in Finance Transformation
Pop quiz

Check the box if you can define the term.

 Generative AI  Augmented reality

Large language models  Quantum computing

 Machine learning

How did you do?

(Don’t worry: The answers are ahead—what they are, how any CFO can use them to help
transform the value Finance brings to the business—and how to change the game.)
2
It’s an
Generative artificial intelligence (AI), language models, machine
learning, augmented reality, quantum computing: These hot topics
are everywhere, and they likely aren’t going away. In particular,
large language model generative AI that can create (sort of, kind of)

evolution,
the way a human can is having a moment. Everywhere you turn,
it seems like someone is testing the abilities of consumer-facing
generative AI applications like ChatGPT, AlphaCode, DALL·E, and

not a revolution
Bard. We’re learning their limitations … and their potential. And
everyone—including Finance leaders—could be wondering what these
technologies mean for their work and for the future.

—and opportunity is everywhere.

3
It’s an evolution, not a revolution—and opportunity is everywhere.

To be clear, we’ve known that these powerful, Is the hype real? Now try adding those real questions to
leading-edge solutions will likely play an But skepticism is also in the air. a Finance leader’s already stacked list of
outsized role in Finance’s evolution, from self- •S  kepticism about a return on investment— concerns: rapidly evolving business models,
service to finance cycles to enterprise resource that generative AI is as good as it’s promised continued geopolitical instability, economic
planning (ERP). But the question remains how— to be, and whether the return is worth uncertainty, and more. It’s no wonder that in
and as these technologies continue to evolve, the investment. the face of so much change, trying to answer
it will be up to the individual organization, and • Ethical skepticism—Should we be using these questions can lead to inertia if you aren’t
its leadership, to answer that. As with any new this, especially in the face of equity and bias careful.
technology, potential opportunity awaits those concerns, plagiarism, intellectual property
organizations that find innovative, forward- theft, and socioeconomic challenges?
thinking ways to leverage these novel and
exponential technologies (NExT).

As with any new technology, potential opportunity awaits those

organizations that find innovative, forward-thinking ways to
leverage these novel and exponential technologies (NExT). 4
It’s an evolution, not a revolution—and opportunity is everywhere.

Evolution, not revolution New opportunities Human-centered design

But this is an evolution, not a revolution—and These technologies may cause disruption Another thing to remember: Humans, and
evolution can mean opportunity. None of the somewhere—but for the Finance leader, business, have always led the technology,
ideas behind these technologies is really new. they’re likely to open new opportunity. These not the other way around. Sure, Henry Ford’s
The application of these ideas is evolving, technologies can drive experimentation, which assembly line revolutionized industry—but
and the resources needed to apply them to may cost money and time without a clear it was the way businesses combined those
business are getting faster, better, and cheaper. return on investment. But Finance leaders often technologies and processes with their people
This evolution also should rest on a backbone have a clear view to the biggest challenges that that made the difference and changed the
of data, trust, and security investments that can be addressed with leading-edge tech. They world. (And technologies, so far anyway, can’t
Finance leaders should always have in the back can work across the organization to determine invent themselves.)
of their minds, no matter what’s coming in hot. where these technologies can have the most
Shiny objects can distract from a strong and profound impact on operating expenditures, Our perspective on these novel and
dynamic core. Don’t let them. capital expenditures, market capitalization, exponential technologies is the same—they
and a lot more. are likely to have enormously meaningful
impacts on the way businesses work, but
With that in mind, we’ve designed a pragmatic it’s up to us humans—and specifically you,
guide to the technologies that are likely to the Finance leader—to determine what each
disrupt your organization over the next few technology means for your organization’s
Humans, and business, years. We’ll show you what you should know, future. So let’s get started.
what to watch out for, and where to focus.
have always led the technology,
(It might not be where you think.)
not the other way around. 5
What’s inside

01
What does a finance 03
A DNA of people,
leader really need? technology, data, and
(We’re talking about you.) controls
7 23

The technologies: How to get started

02 04
What’s here now, 28
what’s next, and what’s
for your successor? It’s crunch time
8
05
29

6
What does a Finance leader really need?
(We’re talking about you.) 01

02

03
To a certain extent, the technologies a Finance
leader needs are specific to their organization. Can this technology help my Finance organization...
04
But there are common needs among Finance
organizations, and they usually top Finance Grow the business and build a better future? Guide my organization’s workforce, talent, and
leadership strategy amid rapid change and
leaders’ agendas—or at least that’s what a lot of innovation? 05
Improve margins and better understand
those leaders told us.1 As you read on to learn profitability?
about these buzzy technologies, consider using Manage risk to help preserve shareholder value
this checklist to help you align them with your Create and enable value for shareholders and stay resilient, and manage a constantly
and stakeholders—customers, employees, evolving US and global regulatory atmosphere?
organization’s true priorities. Some areas could
communities—alike?
be easier to automate with these technologies
Navigate the headwinds of climate change and
than others. It’s worth a deep dive into the stay on top of my organization’s sustainability
Strengthen Finance’s role as a strategic thought
workings of the day-to-day transactions to partner to the C-suite, business, and board? priorities and needs?
understand where leaders, who don’t typically
get into the weeds, can help apply these Become more nimble, agile, and efficient? Stay agile and resilient by anticipating,
adapting to, and succeeding in the face of
technologies to help improve their function from unexpected events?
the ground up.

7
The technologies

01

02

03

“There are no shortcuts 04

in evolution.”
05

—Louis D. Brandeis

8
The technologies

01

02

03

04

What’s here now?

05

9
The technologies: What’s here now

The original AI 01

(Intelligent automation, conversational AI, visual AI, etc.) 02

03
Artificial intelligence, or AI, is a catch-all
term for technologies that allow machines
04
to mimic human intelligence, perform tasks
autonomously, and learn from experience. What it can do What it can’t do
Traditional AI capabilities include things Be trained and learn through the accumulation of Fully replace human workers; answer complex 05
like robotic process automation (RPA), data; help businesses automate routine tasks and questions that require understanding of multiple
natural language processing (NLP), and free up humans for more complex work; increase topics; handle ambiguity or adapt to dynamic or
computer vision (think: facial recognition). speed to execution. unforeseen situations.
AI has been around for years, and some
Finance organizations have broadly used it
to automate tasks, uncover patterns and
correlations, and help their organizations
more accurately determine their futures
based on past data.

10
How (the original) AI can be used in Finance

01

But have they delivered? 02

Some of this probably sounds familiar to Finance

leaders, who might have gotten excited about these 03
Finance process Intelligent customer Document technologies several years ago. The possibilities of RPA
streamlining risk assessment and processing and NLP layered onto rote activities to automate them
04
cash forecasting sounded great, but many organizations generally ended
Automate repetitive Automate the extraction
up using the technologies to streamline individual
and rule-based tasks in Analyze patterns and and analysis of
Finance, such as invoice information from financial tasks, not to achieve end-to-end outcomes. These 05
historical data to help
processing and account better predict when documents such as technologies likely didn’t achieve their true potential
reconciliations. customers will pay and invoices, purchase orders, because expectations were set too low, and the
assess the likelihood a and contracts.
solutions weren’t implemented and scaled strategically
customer will not pay or
default.
enough. These technologies still hold enormous
potential opportunity when you look at them through
an end-to-end lens. (Read more.)

11
The technologies: What’s here now

Machine learning 01

02

03
A subset of AI, machine learning (ML)
has been around for decades. It’s a data
04
analysis method that uses algorithms and
historical data to identify patterns and make What it can do What it can’t do
predictions; it learns from examples rather Predictive maintenance; answer customer Reason effectively and understand the 05
than following explicitly programmed rules. questions via a chatbot; perform tasks done reason behind an anomaly; perform well with
In Finance, ML can be used for high-volume by virtual assistants; match transactions such substandard data.
activities in which a judgment-based decision as invoice to PO matching or intercompany
should be made to influence a next step. balancing; uncover trends based on previous
data and user performance.

12
How ML can be used in finance

01

ML is probably in your organization— 02

you just don’t know it.
We have seen machine learning have a significant 03
Intelligent Predictive Tax compliance impact on the commercial side of businesses
supply chain forecasting across many industries. For example, a health care
Identify “holes” in data 04
provided by other organization has implemented ML2 to streamline claims
Help predict (and Use actual financial results
potentially prevent) supply and statistically validated functions and potentially management. Restaurants have been able to transform
chain disruptions by drivers to help predict reduce the human hours their pricing and customer service by implementing 05
making in-the-moment reliably accurate forward- needed to reconcile data
ML.3 But these powerful technologies do not seem to
decisions based on looking financials. that the tax department
needs for compliance and have been as widely adopted in Finance. For leaders
historical data and
previous patterns. assessing risk. who are curious about generative AI, ML could be a
good technology to start with: It can be applied
to similar use cases, generally faster and less
expensively (for now).

13
The technologies: What’s here now

Generative AI 01

02

03
Chances are you’ve heard a lot about
generative AI, and the buzz seems only to be
04
getting louder. Basically, it’s a subset of AI in
which machines can create new content such What it can do What it can’t do
as text, code, voices, images, videos, and The potential of generative AI may seem broad, Generative AI shares limitations with traditional AI 05
more. It can mimic human work by creating but for Finance right now, think of it as one of and ML but may have the potential to transcend
new content using the data it was trained the best analysts you’ve ever worked with. You those limitations because of its content-
on, and it can also add contextual awareness probably wouldn’t present their work to the generating qualities. Sometimes generative AI
and decision-making skills to workflows. The board. But you would ask them to prepare a produces inaccurate results that seem confidently
version we’re all seeing right now is based on budget to actuals variance analysis or write a accurate. (This will likely improve over time.)
large language modeling that powers a user- report on the major drivers of your organization’s
friendly chat interface, pushing generative working capital. Generative AI can do those
AI into its breakthrough moment. AI that things and, by proxy, help humans do their jobs
can generate music, imagery, and videos is better with greater efficiency and effectiveness.
also emerging. Generative AI will dramatically change Finance
work over the next several years.

14
How generative AI can be used in finance

01

The regulatory atmosphere 02

Generative AI has the potential to transform the

work of Finance across all domains—from financial 03
Scenario Intelligent Regulatory planning and analysis and tax to internal audit and
modeling avatars monitoring controllership. Government and regulatory agencies
04
are currently working to better understand how to
Generate forward- Interact and engage in a Monitor new regulations
regulate these technologies and establish standards
looking scenarios with more dynamic way. Ask and provide insights on
multivariate assumptions it a question: What were potential implications for generative AI. Risk management frameworks and 05
and narrative generations sales this week in the and impact. guidelines are emerging, but governmental bodies
per your choice. Northeast region? The will likely work to create legislation that determines
response should include
the answer—and also why.
accountability. There are also likely to be standards
created for public companies that build their own
generative AI models and use them for internal and
external reporting. All this is in motion—so stay tuned.4

15
Potential generative AI uses cases
(Illustrative list, not exhaustive)
01

02
Strategic Finance Financial planning Business unit Finance Transactional Finance Controllership
• Assess corporate development deals and analysis • Produce competitor analysis • Process invoices, management • Automate data entry and 03
and run due diligence and insights payments, billing, and collections reconciliations
• Produce management reporting
• Research vast data (financial, • Produce demand forecast and sizing • Predictive risk modeling • Prepare internal and external financial
analysis, commentary and
industry, socio-economic, political) • Produce budgeting, planning, and • Virtual collection assistants reporting, including commentary and
presentation
and generate insights for strategy
• Produce first version of plan and
performance/variation analysis • Cognitive spend analysis insight generation 04
development • Produce ad hoc/scenario analysis • Source-to-target COA mapping
forecast models of expensive budgets
• Generate scenarios, summarize, and • Produce product costing • Intelligent contract review
and forecasts
draw initial conclusions for capital
• Generate performance insights,
optimization
variance, and/or decision analysis 05

Internal audit Treasury Tax Investor relations

• Identify potential risks and • Automate cash forecasting, cash • Automate tax preparation and • Develop investor report and
detects fraud management, and better visibility reporting communication
• Generate internal audit reports into cash flows • Provide insights on new tax laws • Predict analyst questions and prepare
• Monitor compliance with regulations • Report FX and currency positions, and provisions responses
and internal audit reports perform counterparty risk, and • Monitor compliance with tax • Value company for capital markets
• Monitor compliance with regulations analysis regulation financing
and internal • Advise on optimal mix of investments • Interpret and advise on disclosure
for liquidity need rules and regulations

Generative AI use cases are evolving rapidly. Scaled solutions are likely to emerge in the next 6–9 months. 16
But can I trust it?

01

Finance leaders probably know that We have determined three key factors of trust and ethics 02
generative AI outputs aren’t necessarily for generative AI:
as accurate as they appear, and one of the
03
hardest parts about implementing generative
AI is knowing when it’s wrong. It may be
difficult to imagine a day when regulatory 04
filings are produced systematically and a
Finance or fiduciary leader is willing to sign Managing Matter of attribution Real transparency
off on them. Whether you can fully trust hallucinations and and broader user 05
your generative AI depends on how your misinformation Generative AI outputs explainability
align with the real-world
organization implements and uses it.
data used to train it. But
Generative AI can create Some people may
while that real-world
language that sounds not understand how
data may be subject to
convincing—but its generative AI works, but
attribution and copyright,
assertions may be wholly an organization should
generative AI outputs are
false. Mitigate this through still focus on transparency
not. This takes finding a
data and AI governance. when it comes to the
balance between trust in
outputs. This will likely
attribution and human
take workplace training
oversight.
and a true cultural shift.

17
The technologies

01

02

03

04

What’s next?
05

18
The technologies: What’s next

Augmented reality 01

02

Augmented reality (AR) is a technology 03

emerging (predominantly in the consumer
space) that, at its core, superimposes images
over a viewer’s real view of the world to build What it can do When you should think about it
04
virtual experiences. It started a few years ago There is some potential for Finance, such AR combined with digital twin technology. Consider
with filters on social media but is now being as experiential learning. AR could become the possibilities of lowering the risk of capital 05
used to build virtual shopping experiences, increasingly prevalent over the next few years for expenditure decisions by enabling stakeholders
AR storefronts, and more. business and the enterprise but more likely for to assess design and layout decisions,
customer-facing experiences—not as much for understand risk and advantage, and test and
Finance and the back office in the shorter term. compare options before they make large-scale (and
capital-intensive) investments. Or using AR to overlay
financial information—production costs, operational
expenses—on real-world views of factory lines, which
could allow Finance to make informed decisions
to help improve resource allocation or adjust
production processes to drive financial performance.
The opportunities for Finance could be wide-ranging.
But as yet, they’re relatively untapped.
19
What is a digital twin?

01

02

03
A digital twin is a virtual replica of a physical object, system, or process—
for example, a factory production line, smart grid, or even a human
04
heart. With real-time data from its physical counterpart, its value is
in performing scenario analysis and simulation to enable more data-
driven decisions. For Finance leaders, digital twin technologies can help 05
to optimize costs, enable more effective capital planning, and unlock
insights that can improve operational and financial performance today
and in the future.

AR can hold potential opportunity for finance when combined with

digital twin technology. Together these technologies can create
interactive and immersive experiences with digitally generated
simulations of production lines, or new facilities. They can bring together
operational and financial reporting and allow finance operations to
interact with data in completely novel and engaging ways.

20
The technologies

01

02

03

What’s for 04

your successor?
05

21
The technologies: What’s for your successor

Quantum computing 01

02

03
Supercomputers that rely on the principles
of quantum physics and quantum mechanics
04
to perform complex tasks at extremely high
speed. Think about it like blowing a bubble: What it can do When you should think about it
The way our computers work right now (they Quantum computers will likely offer endless It’s a fascinating technology to think about in 05
use math), it would take literally billions of possibilities—but because scaled versions your spare time. Quantum computing is likely to
calculations to determine that we’re, in fact, don’t exist today, researchers are still learning evolve into the mainstream over the next several
making a sphere. A quantum computer would their capabilities. For example, experts believe years as it scales exponentially. You may not even
instantly know it’s making a sphere because it quantum computing may provide better machine know it is powering your machines, but you can
understands the physical properties of soap. learning more accurately, with less data, than look forward to another breakthrough leap in
A question that can’t be answered with math current computing technologies. Quantum may calculation speeds. It could become a disruptive
may potentially be solved with physics—and offer significant benefits across financial services, force in the future, making scenario modeling
that’s quantum computing. life sciences, chemicals, and logistics industries, even more effective and in less time. But for right
offering more sophisticated optimization models, now, just consider it a reason to brush up on the
simulations to support super complex valuations, basics of physics.
and faster drug development, to name a few.

22
A DNA of people,
technology,
01

02

data, and controls 03

04
An evolution is based on DNA—and no matter what
technologies you incorporate into your Finance function, your 05
tech evolution should rest on a no-regrets foundation of a
clean core, data, and security. Key investments in your people,
processes, and core technology (which includes the way you
deal with your data) mean you could be better off when you
decide to implement leading-edge tech. If Finance can’t trust
and scale new tech because the building blocks aren’t there,
then the investment likely isn’t worth it.

23
A DNA of people, technology, data, and controls: The building blocks

People 01

02

03
Your talent and your organization advantage of emerging technologies? Can your
should be ready for the work workers understand what to ask generative
04
now and for the future. A clear AI to produce the correct result and how to
definition of the outcomes you refine that practice to get better responses? Do
are trying to drive, and the way humans with they have the ability to identify and recognize 05
machines will realize those outcomes, is critical. bias by confirming the quality, validity, and
What skills do they need, and what skills performance of generative AI models? Are your
does your organization lack? Where will you Finance workers able to tell the organization’s
build these competencies—in Finance, in IT, story now, and later, by leveraging technology’s
maybe both? Is your organizational structure strength—and their own?
dynamic, and can it evolve and adapt to take

A clear definition of the outcomes you are trying to drive, and the
way humans with machines will realize those outcomes, is critical. 24
A DNA of people, technology, data, and controls: The building blocks

Technology 01

02

03
If you haven’t moved from your those investment decisions. Implementing
legacy ERP solution to a next- a cloud-based planning solution can give
04
generation ERP, now’s likely the you streamlined and real-time business
time to do it, especially if you’re insights and reporting, which are key to your
planning to implement predictive or generative function’s agility and preparedness. Your tax 05
AI. That’s a core foundation that should be in and controllership teams can benefit from
place before you layer on leading-edge tech. optical character recognition-based solutions,
Being smart about where you focus your time which can help automate data capturing
and money is becoming increasingly critical, and subsequent data entry from forms and
and Finance leaders can play a role in driving documents to systems.

Being smart about where you focus your time and money is
becoming increasingly critical, and Finance leaders can play a role in
driving those investment decisions. 25
A DNA of people, technology, data, and controls: The building blocks

Data 01

02

03
The data you’ll use to feed AI That generally means building a formalized
will include external sources: Finance data organization, automating
04
crowdsourced like weather, and your data, and getting your team out of
purchased like industry-specific spreadsheets. Many organizations may also
data and competitive intelligence. It will also come look to build private models trained in secure 05
from internal and proprietary sources. Either environments to safeguard sensitive financial
way, you should get serious about your data data. Leading-edge tech is only as good—and
and solidify its availability, completeness, detail, as ethical—as the data it’s built on.
standardization, accuracy, credibility, and security.

Leading-edge tech is only as good—and as ethical—

as the data it’s built on. 26
A DNA of people, technology, data, and controls: The building blocks

Governance and controls 01

02

03
Leading-edge tech is also only These cognitive tools could pose even more risk
as ethical as its governance and because users don’t need any real knowledge
04
controls can keep it. Organizations of AI, or its power and limitations, to implement
that implement these technologies and use them. Trust isn’t an inherent quality
should strengthen their processes to sense and of AI but instead the product of governance, 05
mitigate risk and build in systemic controls for risk mitigation, and the alignment of processes
protection—not just from the usual risks that across an organization. Why do cars have
come with any new technology, but also from brakes? So they can go fast. The same is true
potential cyberthreats that are likely to be even for governance and controls and your ability to
more prevalent with generative AI. scale novel and exponential technologies.

Trust isn’t an inherent quality of AI but instead the product

of governance, risk mitigation, and the alignment of
processes across an organization. 27
How to get started
01

02

03
For any new technology, the CFO should proceed Finance can help leaders pick the areas across Here’s a checklist to consider
thoughtfully and carefully. Most of the time, that the enterprise to test that are likely to have true when getting started:
can mean creating a pilot program. But with these material impact, build the business case and 04
technologies, the investment and the opportunity value assessment, and then implement a pilot Frame and communicate your vision for an
could be too powerful for that pilot program to program to test (and, hopefully, scale). Behind AI-enabled Finance function.

Come to grips with your data standards 05

fizzle out and never reach true adoption (as pilot these decisions should be a careful assessment
and governance.
programs sometimes do, without stakeholder of capital allocation; these technologies generally
support and alignment). These technologies tend come with a high financial and talent investment, Evaluate and execute a pilot for leading-edge
technology in a controlled manner; scale
to change so fast that some investment might not and Finance will be charged with enabling these
once successful.
have much return—and that’s why it’s important programs while keeping an eye on the bottom line.
Make strategic choices about your talent—
that Finance leads the way.
what do you need that’s different from what
you have today, and how do you make sure
you have what you need for tomorrow?

Create an ecosystem for interoperable tech

solutions that work together to deliver end-
to-end outcomes that can make AI-enabled
Finance a reality.

28
It’s crunch time.
01

02

03
If you’ve taken the preceding steps, you have a foundational
road map. Stay true to it. If a new shiny object comes along—
04
and don’t worry, one’s likely already on the way—take a
step back and consider the fundamentals. How would this
technology really create value for my Finance organization 05
and strengthen our position as a business partner? Is this
technology really that different from what we’ve already
implemented, or is it truly a game changer? Only you and
your organization can answer those questions. However, as
you move forward, keep in mind: evolution, not revolution.
It’s crunch time.

29
Acknowledgments

01

Authors Contributors 02
Jonathan Englert Adrian Tay Susan Hogan Eli Dow Diane Ma
Principal, Consulting, Finance and Managing Director, Consulting,
Performance Finance and Performance
Mike Bechtel Priya Ehrbar Mark Plunkey 03
Deloitte Consulting LLP Deloitte Consulting LLP Jessica Bier Frank Farrell Connor Sallet
+1 215 405 7765 +1 213. 688 3212 Scott Buchholz James Glover Gina Schaefer
jenglert@deloitte.com adtay@deloitte.com 04
Ben Barudin Katie Glynn Andy Xu
Soumen Mukerji Robyn Peters Casey Caram Mark Gustafson
Partner, Consulting, Finance and Senior Manager, Consulting,
Brandon Cox Arjun Krishnamurthy
05
Enterprise Performance Finance and Performance
Deloitte Consulting B.V. Deloitte Consulting LLP
+3 188 288 6745 +1 214 840 1475
smukerji@deloitte.nl robynpeters@deloitte.com
Endnotes
Omosede Ogiamien
Partner, Risk and Financial 1. Deloitte, The CFO Agenda, 2023.
Advisory, Controllership 2. D
 eloitte CIO Journal, “Anthem creates a one-stop shop for AI, ML modeling,” Wall
Deloitte & Touche LLP Street Journal, April 16, 2021.
+1 973 602 5771
3. Jean Chick, Georg Muller, and Evert Gruyaert, “Order up! How strategic pricing is
oogiamien@deloitte.com
changing the restaurant industry,” Deloitte Digital, February 19, 2020.
4. A
 njana Susarla, “How can Congress regulate AI? Erect guardrails, ensure
accountability and address monopolistic power,” Yahoo! News, May 30, 2023.

30
Contacts
Susan Hogan Jonathan Pearce Sarah Fedele Scott Szalony
Principal, Finance Transformation Principal, Consulting, Principal, Risk and Financial Advisory, Partner, Audit and Assurance
01
Practice Leader Human Capital Internal Audit Deloitte & Touche LLP
Deloitte Consulting LLP Deloitte Consulting LLP Deloitte & Touche LLP Tel: +1 248 345 7963
Tel: +1 404 631 2166
Email: shogan@deloitte.com
Tel: +1 646 301 1407
Email: jrpearce@deloitte.com
Tel: +1 713 982 3210
Email: sarahfedele@deloitte.com
Email: sszalony@deloitte.com
02
Steve Gallucci
Jonathan Englert Varun Dhir Mike Kosonog Partner, CFO Program Leader
Principal, Finance Transformation Principal, Consulting, Partner, Risk and Financial Advisory, Deloitte & Touche LLP 03
Eminence Lead Oracle Cyber Tel: +1 212 436 5914
Deloitte Consulting LLP Deloitte Consulting LLP Deloitte & Touche LLP Email: sgallucci@deloitte.com
Tel: +1 215 405 7765 Tel: +1 484 868 2299 Tel: +1 313 919 3622
Email: jenglert@deloitte.com Email: vdhir@deloitte.com Email: mkosonog@deloitte.com Jeff Goodwin 04
Partner, Risk and Financial Advisory,
Diane Ma Eric Bramley Prashant Patri Government & Public Service
Principal, Consulting, Finance Managing Director, Consulting, Principal, Risk and Financial Advisory, Deloitte & Touche LLP
& Enterprise Performance SAP Treasury Tel: +1 303 921 3719 05
Deloitte Consulting LLP Deloitte Consulting LLP Deloitte & Touche LLP Email: jgoodwin@deloitte.com
Tel: +1 213 553 1221 Tel: +1 404 631 2145 Tel: +1 212 436 7568
Email: dima@deloitte.com Email: ebramley@deloitte.com Email: prpatri@deloitte.com Christie Johnson
Principal, Consulting,
Ranjit Rao Dan Siegel Scott Shafer​ Government & Public Service
Principal, Finance & Enterprise Principal, Consulting, Principal, Tax, Deloitte Consulting LLP
Performance­ Emerging ERP Solutions Tax Technology Consulting​ Tel: +1 571 814 7571
Deloitte Consulting LLP Deloitte Consulting LLP Deloitte Tax LLP ​ Email: chrijohnson@deloitte.com
ranjrao@deloitte.com Tel: +1 973 602 5411 Tel: +1 312 486 5340​
Tel: +1 404 631 3661 Email: dsiegel@deloitte.com Email: sshafer@deloitte.com Jackie Norell
Managing Director, Consulting,
Jessica Bier Clint Carlin Ed Nevin Government & Public Service
Managing Director, Consulting, Partner, Risk and Financial Advisory, Partner, Tax, Tax Specialty Deloitte Consulting LLP
Human Capital Controllership Deloitte Tax LLP jnorell@deloitte.com
Deloitte Consulting LLP Deloitte & Touche LLP Tel: +1 410 576 7359 Tel: + 1 571 882 7377
Tel: +1 415 783 5863 Tel: +1 713 504 0352 Email: enevin@deloitte.com
Email: jbier@deloitte.com Email: ccarlin@deloitte.com
31
To find out more, please visit www.deloitte.com/us/crunchtime.

About Deloitte
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