services firm does under

normal circumstances is a proxy for clients.

something useful that our clients do.

So the sort of theory was if we could introduce AI to how we deliver those capabilities, whether they're reviewing credit models or building websites or whatever it is, it would be a relatively direct way to figure out how to unlock value for everybody.

So we set out to genuinely try to accelerate that change.

And a few things about how we set that up worked quite well.

From the beginning, we set up a program that used an embedded engineering approach.

Could you could you tell us a little bit about what that's what's going on there?

The boring bits

... a little bit, yeah.

I mean, in risk management, the introduction of AI has really fundamentally changed how that works over the last few years.

Its ability to read a piece of legislation and analyze processes across an organization and identify the bits, you know, that a legislative change relates to and then kind of update a bunch of controls automatically, that's completely changed how people think about protecting themselves and, uh, implementing regulatory guidance.

Now that's, again, that's not gonna get you on the cover of, you know, a broadsheet or whatever, but it's really fundamentally shifted how business operates.

Whether or not that translates to value is another interesting question.

So that gets back to ultimately kind of a leadership question.

When you look at pilots at KPMG and people investing cash in them, why don't they work? Is it, is it the systems point? Is it the people point? What's going on?