Technology, Media & Telecommunications (TMT)

Technology, Media, and Telecommunications (TMT) companies in the Caucasus and Central Asia are facing rapid change: the rise of new technologies, mobile solutions, and digital content is opening up new opportunities while simultaneously increasing pressure related to costs, regulatory requirements, and sustainability challenges — all of which demand a rethinking of traditional business models.

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KPMG services for TMT companies

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AI-Native Telco

Supporting the transformation of telecom companies into TechCo and AI Native Telco organizations, starting with target architecture and strategy development. Concluding with implementation of data management systems and AI solutions. Ensuring resilience, scalability, and efficiency of models.

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Telecom Infrastructure Management

Design and optimization of 4G/5G/FTTx networks, modernization of technological architecture for efficient operations, resilience, and energy management. Transition to cloud and edge models ensuring cybersecurity network elements. Development of AI management strategies for private LTE, 5G, IoT.

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Development of TMT Ecosystems

Ecosystem development strategy, design and launch of digital platforms, and creation and optimization of partner models for technology marketplaces TelCo and Media ecosystems. Support for merger and acquisition deals in TMT. Conducting key pre investment Due Diligence.

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ESG for TMT Companies

Development of sustainability and decarbonization strategies, supporting ESG reporting preparation under ISSB and ESRS standards. Supply chain risk assessment, analysis of energy efficiency and climate impacts across digital infrastructure data centers and 5G FTTx networks. Responsible data.

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Finance in TMT Companies

Formation of tariff models and separate accounting frameworks for IT service providers, including market benchmarking and development of pricing foundations. Automation of budgeting processes using Anaplan, Board, SAP and other products. Enhancing transparency and control across operations.

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Taxation for IT Companies

Structuring operations considering SEZ incentives and obtaining participant status at Astana Hub and others. Analysis of tax implications for launching digital products in Kazakhstan and EAEU, modeling tax burden for platform business models. Optimization VAT, pricing, CIT.

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IT Company Certification

Preparation and execution of certification and attestation for IT service providers, data centers, and XaaS under information security standards ISO 27001 and ISO 22301. Support for compliance with SOC 1, SOC 2, and SOC 3. Application of NIST and CSA STAR requirements.

Case studies

1. Development of a robotics program at a Kazakh telecom operator

During the active introduction of software robots into business processes, the management of a telecom operator realized that automation could lead to the reduction of certain roles and decided to offer employees reskilling programs. The training team prepared courses, but due to the novelty of the topic, managers faced challenges designing programs for people with different professional backgrounds and levels of technical expertise.

KPMG proposed three tracks: process automation analyst, process automation engineer, and AI engineer, all starting with an introductory digital labor course and a 12-module program with videos, tests, and practical tasks on an on-demand platform, completed by about 50 employees within 6 months, and the project gained global recognition.

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2. Market potential assessment for a aloud and media services provider in Kazakhstan

The company had provided IaaS and PaaS cloud services for several years within a holding ecosystem covering media, GovTech, and other areas. As capabilities grew, management set a goal to reach external clients, requiring assessment of the current state, market size in Kazakhstan and the region, cloud market analysis, hardware utilization efficiency, and investment needs including options to purchase or lease capacity.

As a result, a five-year cost was calculated, an indicative pricing model was formed, and the project saved about thirty percent of investments and better allocated capacity between internal and external clients.