MGT Design-HTML5 Demo

KPMG LLP

Envision
communication
beyond the PDF

Since COVID-19 has limited the ways we engage with clients, it’s more important than ever to find effective ways to deliver information that really engages your audience.

KPMG LLP

Envision communication
beyond the PDF

Since COVID-19 has limited the ways we engage with clients, it’s more important than ever to find effective ways to deliver information that really engages your audience.

Envision
communication
beyond the PDF

Since COVID-19 has limited the ways we engage with clients, it’s more important than ever to find effective ways to deliver information that really engages your audience.
The challenge...and a solution

As we’ve been working remotely during the pandemic, it’s become increasingly difficult to deliver compelling, effective messaging to clients and prospects. So, it’s gotten harder to make things interesting, let’s take a look at the available options.

First is the venerable PDF which offers the advantage of design fidelity and easy portability. But while it’s the standard, and will remain key to most marketing plans, PDFs display as static pages that can become tedious to view on screen, often requiring printing to be properly read. Sometimes printing is not an option. So you ask, “What about an interactive PDF?” Once a promising option, much of its functionality depended on Flash, which isn’t supported on most mobile devices. Furthermore with the myriad PDF readers out there, even the basic function of buttons can be unpredictable on tablets and phones.

PowerPoint presentations, while offering interactivity, are generally built to be “delivered” rather than read, and often become too large to easily email. Additionally, animation effects don’t play on phones and tablets where the user may not have the PPT application.

So…what’s the answer? Enter HTML5. Essentially a customized micro-site, it offers easy delivery of content with a simple clickable link; doesn’t require any special software or downloads; and is cross device compatible. And, most exciting, it can include:

On the following pages we invite you to explore some examples of how you can leverage the HTML5 format to deliver more compelling and flexible content to your clients.

• Video

• Animations

• Scrollable Frames

• Multi-state objects

• Button actions related to several of the above items

The challenge...and a solution

First is the venerable PDF which offers the advantage of design fidelity and easy portability. But while it’s the standard, and will remain key to most marketing plans, PDFs display as static pages that can become tedious to view on screen, often requiring printing to be properly read. Sometimes printing is not an option. So you ask, “What about an interactive PDF?” Once a promising option, much of its functionality depended on Flash, which isn’t supported on most mobile devices. Furthermore with the myriad PDF readers out there, even the basic function of buttons can be unpredictable on tablets and phones.

PowerPoint presentations, while offering interactivity, are generally built to be “delivered” rather than read, and often become too large to easily email. Additionally, animation effects don’t play on phones and tablets where the user may not have the PPT application.

So…what’s the answer? Enter HTML5. Essentially a customized micro-site, it offers easy delivery of content with a simple clickable link; doesn’t require any special software or downloads; and is cross device compatible. And, most exciting, it can include:

• Video

• Animations

• Scrollable Frames

• Multi-state objects

• Button actions related to several of the above items

On the following pages we invite you to explore some examples of how you can leverage the HTML5 format to deliver more compelling and flexible content to your clients.

As we’ve been working remotely during the pandemic, it’s become increasingly difficult to deliver compelling, effective messaging to clients and prospects. So, it’s gotten harder to make things interesting, let’s take a look at the available options.

The challenge...and a solution

First is the venerable PDF which offers the advantage of design fidelity and easy portability. But while it’s the standard, and will remain key to most marketing plans, PDFs display as static pages that can become tedious to view on screen, often requiring printing to be properly read. Sometimes printing is not an option. So you ask, “What about an interactive PDF?” Once a promising option, much of its functionality depended on Flash, which isn’t supported on most mobile devices. Furthermore with the myriad PDF readers out there, even the basic function of buttons can be unpredictable on tablets and phones.

PowerPoint presentations, while offering interactivity, are generally built to be “delivered” rather than read, and often become too large to easily email. Additionally, animation effects don’t play on phones and tablets where the user may not have the PPT application.

So…what’s the answer? Enter HTML5. Essentially a customized micro-site, it offers easy delivery of content with a simple clickable link; doesn’t require any special software or downloads; and is cross device compatible. And, most exciting, it can include:

• Video

• Animations

• Scrollable Frames

• Multi-state objects

• Button actions related to several of the above items

On the following pages we invite you to explore some examples of how you can leverage the HTML5 format to deliver more compelling and flexible content to your clients.

As we’ve been working remotely during the pandemic, it’s become increasingly difficult to deliver compelling, effective messaging to clients and prospects. So, it’s gotten harder to make things interesting, let’s take a look at the available options.
Buttons and scrolling text boxes allow inclusion of lengthy descriptions while making the reader’s experience more engaging and manageable. (click numbers to view details)

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Digital-enabled technology architecture must be in place.

Organizations lacking in technology scrambled to increase digital capabilities that would give employees the information and tools to serve customers and provide customers virtual channel options. Those with digital-enabled technology architectures, including cloud, managed to improve information accuracy. They also could offer many channels and anticipate customers’ needs.

Customer interaction technology changes at lightning speeds. Customer service teams can now turn the tone of negative customer interactions in real time. This is possible with cloud solutions that collect data from every online chat and voice conversation. They analyze data in real time to determine the core issue and then share it with the human customer service team lead. For example, a customer may be angry about a bank policy and not with the agent. Within minutes, a team lead can reconnect with the customer and resolve the situation. Today’s intelligent routing and agent assist technologies also make virtual contact centers possible by making it easier for agents to create seamless handoffs to their leaders without having to make customers wait.

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Customers should have multiple, connected channels.

To provide seamless, secure interactions, businesses and organizations need to understand and anticipate customers’ channel preferences. According to Forrester, “Customers expect engagement, tailored to their history, preferences, context, and intent.”3 Some customers may prefer to learn about a product online but speak to a human when they are ready to order. Customers expect organizations to remember these preferences. And all interactions should connect to show a full view of the relationship.

Customers’ tolerance levels have changed with the shift to working, schooling, shopping, and entertaining from home. While many people are more tolerant, seclusion causes others to be more demanding. Three-quarters of CEOs KPMG surveyed in July and August 2020 say the pandemic has accelerated the creation of a seamless digital customer experience, another positive step.4 More organizations are investing in non-agent-based interactions such as chatbots. They’ve learned customers prefer chatbots that almost replicate the phone experience rather than guided answer searches. Google Cloud Contact Center AI Virtual Agent can harvest decision-making and intent trees from existing phone interactions to make this possible.

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Analytics are critical to understanding customer expectations.

How organizations act on metrics is changing. As customer expectations shift, companies must interpret, measure, and act on metrics in different ways. For example, a major insurance provider used to handle calls in two to three minutes on average. By mid-2020, the company struggles to maintain an eight-minute average.

According to Michael Hoch, Head of Alliance Partnerships for Google Cloud, the events of 2020 have changed what satisfies a customer. This is where flexibility comes in. “If agents aren’t working in the call center, call times are longer,” said Hoch. “And retail and restaurants have to figure out what to do when they have 500 times more traffic than yesterday or zero traffic today with their businesses closed.” The right data and analysis will help organizations understand their customers and what is happening so they can do something about it.

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Being trustworthy is even more important today to maintain loyal customer relationships.

Contact tracing efforts headed up by U.S. states, counties, and cities is a good example. When the health department calls, people may or may not answer depending on the level of trust they have in their government figures. That’s why people may be more open to messages from local, trusted figures.

The Edelman Trust Barometer Spring Update shows trust in government is not only up by 11 points, it is the only institution trusted by the mass population (62%). Only 38 percent of people surveyed believe business is doing well or very well at putting people before profits during the 2020 business disruption. But how do organizations maintain trust when business models dramatically change? “To increase trust, business should focus on solutions, not selling.”5

And a strong digital presence doesn’t guarantee trust. “The migration to new digital relationships poses something of a challenge for organizations, even those with a traditionally strong digital presence. Online experiences in this changed world should be immersive, emotionally connective, and overtly safe.”6 “To establish a true relationship, digital technology must go beyond simple transactions and actually engage the customer.”7

Buttons and scrolling text boxes allow inclusion of lengthy descriptions while making the reader’s experience more engaging and manageable. (click numbers to view details)

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Buttons and scrolling text boxes allow inclusion of lengthy descriptions while making the reader’s experience more engaging and manageable. (click numbers to view details)

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Large photos can be visually exciting, but also challenging since the images can dominate the support text. With tabbed panels that can be opened and closed, we can have our visual cake and eat it too!
(click on the more tab to view)

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

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Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

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Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

>

Large photos can be visually exciting, but also challenging since the images can dominate the support text. With tabbed panels that can be opened and closed, we can have our visual cake and eat it too!
(click on the more tab to view)

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

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Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

<

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

>

Large photos can be visually exciting, but also challenging since the images can dominate the support text. With tabbed panels that can be opened and closed, we can have our visual cake and eat it too! (click on the more tab to view)

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

<

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

<

Technology is the great enabler of superior customer experiences. It performs this role by relieving human agents of duties that intelligent systems can now handle. Technology also enables agents to respond in a more thorough and personalized fashion in complex or sensitive instances.

Keeping human agents involved is critical even as companies move to self-service for simpler transactions. Customers will continue to demand conversations with humans to resolve more complex issues. When customers make contact in those instances, companies will need to quickly identify the issues and respond based on each customer’s intent and sentiment.
Machine learning and natural language processing can augment human agents by quickly synthesizing all the relevant data and suggesting a personalized resolution. Once the issue has been resolved, the system can learn from the experience to enhance its ability to serve future customers.

>
While charts are often the most effective and informative way to communicate, they can appear overwhelming when all the data is displayed at once. By creating animated reveals, the reader gets to uncover the chart information one segment at a time — giving them both a feeling of participation and a sense of discovery as they view the information.
(click on the “view” buttons to see how this works)

Making charts to expand interest!

In the initial survey, respondents were asked to indicate their concerns about threats to their businesses’ growth.
In the follow-up survey they were asked aside from the pandemic/health risk, what risks pose the greatest threats.

Confidence in prospects for growth in the global economy, then and now.

Very confident

Confident

Neutral

Not very confident

Not at all confident

Initial survey results

Follow-up Survey results

Initial survey results

Follow-up survey results

While charts are often the most effective and informative way to communicate, they can appear overwhelming when all the data is displayed at once. By creating animated reveals, the reader gets to uncover the chart information one segment at a time — giving them both a feeling of participation and a sense of discovery as they view the information.
(click on the “view” buttons to see how this works)

Making charts to expand interest!

In the initial survey, respondents were asked to indicate their concerns about threats to their businesses’ growth. In the follow-up survey they were asked aside from the pandemic/health risk, what risks pose the greatest threats.

Very confident

Confident

Neutral

Not very confident

Not at all confident

Initial survey results

Follow-up Survey results

Initial survey results

Follow-up survey results

Confidence in prospects for growth in the global economy, then and now.

While charts are often the most effective and informative way to communicate, they can appear overwhelming when all the data is displayed at once. By creating animated reveals, the reader gets to uncover the chart information one segment at a time — giving them both a feeling of participation and a sense of discovery as they view the information. (click on the “view” buttons to see how this works)

Making charts to
expand interest!

In the initial survey, respondents were asked to indicate their concerns about threats to their businesses’ growth. In the follow-up survey they were asked aside from the pandemic/health risk, what risks pose the greatest threats.

Cyber
Security

Emerging/
disruptive
technology

Return to
territorialism

Supply
chain

Talent

Initial survey results

Follow-up
Survey results

Initial survey results

Follow-up Survey results

Confidence in prospects for growth in the global economy, then and now.

Very
confident

Confident

Neutral

Not very
confident

Not at all
confident
Use icons as buttons to deliver complex messages

Frequently it’s necessary to provide a series of blocks of information as part of a section. This often results in pages that are too dense with type and uninviting to the reader. Using buttons and multi-state objects, we can break out the information into smaller, easier to digest bits that allow the user to control the experience. (Click on icons to view details)

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Scale change intentionally

It’s time to think differently about how to scale change. Companies need to find ways to break down large-scale efforts, like digital transformation, into small, bite-sized chunks. Without a clear view of what might happen in one, six or even 12 months, it is wise to deploy emerging technologies in areas where there is a fairly strong chance of positive outcomes.

Take a broad view

Given rapid changes in the business environment, the enterprise’s ability to quickly implement platforms for ongoing digital transformation is the real market differentiator. Businesses can’t look at emerging technology in a vacuum. A narrow approach won’t drive meaningful change or achieve the resilience needed for success in the new environment. Rather, combining technologies together is the key to enabling game-changing solutions.

Prioritize investments

An agile organization focuses on the highest-value actions—right now. Prior to COVID-19, objectives for emerging technology investments were scattered. Today, there needs to be more focus. The “have to haves” will take precedence. In other words, what is viable, tangible, and has the strongest business case? With a global recession underway, emerging technology projects should be tied to improvements that are measurable.

Leverage data as an asset

Data will continue to be a critical decision-making tool. It can’t be an afterthought. Superheroes recognize that data has value and manage it as carefully as other corporate assets. Organizations should develop and continue to optimize internal policies and principles for the collection, management, and use of data in order to embed data insights into core business operations and increase trust in emerging-technology implementations.

Use icons as buttons to deliver complex messages

Frequently it’s necessary to provide a series of blocks of information as part of a section. This often results in pages that are too dense with type and uninviting to the reader. Using buttons and multi-state objects, we can break out the information into smaller, easier to digest bits that allow the user to control the experience. (Click on icons to view details)

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Use icons as buttons

Frequently it’s necessary to provide a series of blocks of information as part of a section. This often results in pages that are too dense with type and uninviting to the reader. Using buttons and multi-state objects, we can break out the information into smaller, easier to digest bits that allow the user to control the experience. (Click on icons to view details)

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?

Put survival first

Top-line growth is important but not the same as survival of the enterprise. Today’s trying times will force companies to evaluate everything they do across the enterprise to determine which initiatives are essential for survival, and budget accordingly. Emerging technology has clearly become essential. Decision-makers should ask themselves: Are potential technology initiatives competing for dollars with projects totally outside of the technology arena? What tradeoffs can we make to get the funds to invest?
Add more interest with
custom animations

More detailed animations such as those created with Adobe Animate, can be included in the document to provide added interactivity and message detail. (explore by clicking the circle-arrow buttons in the image below for an example)

Either content is missing or your browser does not support iframes.

Add more interest with
custom animations

More detailed animations such as those created with Adobe Animate, can be included in the document to provide added interactivity and message detail. (explore by clicking the circle-arrow buttons in the image below for an example)

Either content is missing or your browser does not support iframes.

Add more interest with
custom animations

More detailed animations such as those created with Adobe Animate, can be included in the document to provide added interactivity and message detail. (explore by clicking the circle-arrow buttons in the image below for an example)

Either content is missing or your browser does not support iframes.
We can embed videos that are hosted on the company’s YouTube channel. This makes it easy to leverage and share existing assets, giving them additional exposure and adding richness to the design.

Share existing
YouTube videos

 

We can embed videos that are hosted on the company’s YouTube channel. This makes it easy to leverage and share existing assets, giving them additional exposure and adding richness to the design.

Share existing YouTube videos

 

We can embed videos that are hosted on the company’s YouTube channel. This makes it easy to leverage and share existing assets, giving them additional exposure and adding richness to the design.

Share existing YouTube videos

 
Make thought leadership more appealing

After informing, the goal of any promotional literature is to have the reader inquire. So rather than looking like a yearbook bio, we can employ a flip card treatment that allows for bigger, more engaging photos while still allowing for adequate informational detail. (click the photos to view)

Johnathan is the Global
Head for Technology, Media
& Telecommunications (TMT) for KPMG International based in Silicon Valley. A highly accomplished executive with over 20 years international experience, Alex joined KPMG in 2012 as the Chief Operating Officer in the UK, taking up the leadership of the UK TMT sector in 2015. In 2020 he took on greater responsibility running KPMG’s multi-billion-dollar global TMT business.

Faye is the National Sector
Leader for KPMG’s Telecommunications practice.
She is responsible for orchestrating the U.S. firm’s capabilities, knowledge and expertise to address the strategic agendas of telecommunications organizations. Faye combines a deep understanding of current industry trends with an informed perspective on the future to help companies navigate through periods of dramatic change.

Alan is a partner with KPMG Portugal where he oversees the KPMG Telco Center of Excellence and Africa and Middle East Telecommunication Group for all Advisory initiatives. With over 20 years of experience in professional services, Alan has focused on working as key advisor to C-Level functions with global telecommunications clients to support business transformation and cost optimization programs.

Johnathan Wentzel

Faye Talmadge

Alan Hornblatt

Make thought leadership more appealing

After informing, the goal of any promotional literature is to have the reader inquire. So rather than looking like a yearbook bio, we can employ a flip card treatment that allows for bigger, more engaging photos while still allowing for adequate informational detail. (click the photos to view)

Johnathan is the Global
Head for Technology, Media
& Telecommunications (TMT) for KPMG International based in Silicon Valley. A highly accomplished executive with over 20 years international experience, Alex joined KPMG in 2012 as the Chief Operating Officer in the UK, taking up the leadership of the UK TMT sector in 2015. In 2020 he took on greater responsibility running KPMG’s multi-billion-dollar global TMT business.

Johnathan Wentzel

Faye is the National Sector
Leader for KPMG’s Telecommunications practice.
She is responsible for orchestrating the U.S. firm’s capabilities, knowledge and expertise to address the strategic agendas of telecommunications organizations. Faye combines a deep understanding of current industry trends with an informed perspective on the future to help companies navigate through periods of dramatic change.

Faye Talmadge

Alan is a partner with KPMG Portugal where he oversees the KPMG Telco Center of Excellence and Africa and Middle East Telecommunication Group for all Advisory initiatives. With over 20 years of experience in professional services, Alan has focused on working as key advisor to C-Level functions with global telecommunications clients to support business transformation and cost optimization programs.

Alan Hornblatt

Make thought leadership more appealing

Rather than looking like a yearbook bio, we can employ a flip card treatment that allows for bigger, more engaging photos while still allowing for adequate informational detail. (click the photos to view)

Johnathan is the Global
Head for Technology, Media
& Telecommunications (TMT) for KPMG International based in Silicon Valley. A highly accomplished executive with over 20 years international experience, Alex joined KPMG in 2012 as the Chief Operating Officer in the UK, taking up the leadership of the UK TMT sector in 2015. In 2020 he took on greater responsibility running KPMG’s multi-billion-dollar global TMT business.

Johnathan Wentzel

Faye is the National Sector
Leader for KPMG’s Telecommunications practice.
She is responsible for orchestrating the U.S. firm’s capabilities, knowledge and expertise to address the strategic agendas of telecommunications organizations. Faye combines a deep understanding of current industry trends with an informed perspective on the future to help companies navigate through periods of dramatic change.

Faye Talmadge

Alan is a partner with KPMG Portugal where he oversees the KPMG Telco Center of Excellence and Africa and Middle East Telecommunication Group for all Advisory initiatives. With over 20 years of experience in professional services, Alan has focused on working as key advisor to C-Level functions with global telecommunications clients to support business transformation and cost optimization programs.

Alan Hornblatt
Let’s discuss how we can help make your next project more compelling

We’d love to connect with you and discuss how we can work together on your next project to help bring the interactive excitement of HTML5 to your message. Please feel free to email and we can start the conversation.

Kevin Thompson

MGT Design

kevin@mgtdesign.com

Let’s discuss how we can help make your next project more compelling

We’d love to connect with you and discuss how we can work together on your next project to help bring the interactive excitement of HTML5 to your message. Please feel free to email and we can start the conversation.

Kevin Thompson

MGT Design

kevin@mgtdesign.com

Let’s discuss how we can help make your next project more compelling

We’d love to connect with you and discuss how we can work together on your next project to help bring the interactive excitement of HTML5 to your message. Please feel free to email and we can start the conversation.

Kevin Thompson

MGT Design
kevin@mgtdesign.com

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