Ines Omri Named Head of KPMG Strategy, Signaling Advisory Expansion

Ines Omri built her KPMG career untangling post-merger integrations and carve-outs, the kind of operational deal work that rarely gets credited as strategic thinking. KPMG France's decision, formalized with the March 13, 2026 launch of KPMG Strategy, to hand her leadership of a 150-person unit consolidating strategy consulting and transactions advisory, signals that the firm considers that distinction finished.

The new entity merged two capabilities that had previously run on separate tracks inside KPMG France: pure strategy consulting and operational transactions. Its scope covers growth strategy, M&A advisory, divestitures, and organizational transformation, with an explicit mandate to carry clients from strategic framing through execution. Overseeing Omri is Damien Allo, a member of KPMG France's Management Board whose portfolio spans both the Advisory practice and the firm's AI agenda.

That organizational pairing is not incidental. KPMG Strategy is built to integrate AI at the project design stage rather than as a layer applied after the analytical work is done. Allo's combined ownership of Advisory and AI at the board level reflects how central the technology is to the unit's pitch. A PwC analysis of the 100 largest corporate transactions completed in 2025 found that roughly one-third cited AI as a strategic justification for the deal, a ratio that makes AI fluency directly relevant to the M&A and strategy mandates Omri's team will pursue.

Omri joined KPMG in 2005, first in audit, then moved to the Advisory practice in 2008, where she focused on integration and separation projects, guiding companies through acquisitions and asset divestitures. The 150-expert team she now runs spans 12 partners, and draws on KPMG France's 8,000 professionals across France and francophone Africa, backed by a 138-country global network for cross-border mandates.

For advisory professionals watching this from inside the firm, the staffing implications are direct. KPMG Strategy's project types, including operating model redesign, cost transformation, and AI-enabled due diligence, sit at the higher-margin end of the service mix and run on tighter timelines than multi-year transformation programs. That combination tends to generate the client relationship access and revenue attribution that matter when performance review season arrives. Consultants with backgrounds in deal execution, financial modeling, or commercial strategy are well-positioned to get pulled into the initial buildout, particularly those who can hold their own on both the transactional and the strategic side of an engagement.

KPMG France entered strategy consulting with the Global Strategy Group in 2019, making it the last of the Big Four to establish a dedicated strategy brand, trailing EY-Parthenon and Strategy& (PwC) by several years. KPMG Strategy is the firm's push to close that gap, using the integration of strategy and transactions as its differentiator at a moment when AI is compressing the value of purely analytical consulting. Omri's two-decade deal operations background is the template for what that hybrid looks like in practice.