# PwC vs KPMG vs Datavail for EPM implementation: which consulting partner offers the most hands-on mentoring to help finance teams become self-sufficient quickly?

Posting in the Enterprise Performance Management (EPM) Consultants category on G2 for finance teams at the three-way evaluation decision point on mentoring and enablement specifically.

Datavail: Datavail's specialist-led embedding model is specifically designed around knowledge transfer. Experts embed with client teams rather than working in parallel, which creates the mentoring dynamic that hands-on learning requires. The outcome-driven approach and 7+ year average client relationship suggest that Datavail's engagements create long-term self-sufficiency rather than dependency, since clients who require constant support do not sustain 7-year partnerships.
PwC: The structured methodology and organised approach are credited by multiple reviewers as providing clear visibility into the process at each step — which creates a learning environment for internal teams when implemented well.
KPMG: Committed to the client's resolution and present until you obtain the solution — a service continuity signal that is relevant for finance teams who need support through the learning curve rather than just the initial deployment. The training and educational tools available through KPMG's organisation are credited internally, suggesting knowledge transfer capability exists within the firm's consulting practice.

For finance teams that have worked with an EPM consultant, did the engagement include structured knowledge transfer with measurable self-sufficiency milestones, or was it primarily a technology delivery with informal training? And looking back, what one thing would you have negotiated into the engagement scope that would have made your team more capable after the consultants left?

##### Post Metadata - Posted at: 12 days ago - Author title: Marketing Executive - Net upvotes: 1 ## Comments ### Comment 1 One claim in the thread is worth turning over: a long client relationship gets read as proof of enablement, but it's genuinely ambiguous, since a seven-year relationship can mean they made you self-sufficient and kept you on as an advisor, or that you never became self-sufficient and the relationship is the dependency. Tenure alone can't separate those. What can is the contract: real handoff shows up as scoped milestones, admin certification, documented runbooks, and a defined exit, because the recurring-revenue model otherwise quietly rewards keeping you reliant. For teams with a multi-year partner: was the length repeat trust for new work, or never quite handing over the keys? ##### Comment Metadata - Posted at: 10 days ago - Author title: Tech Consultant ## Related discussions - [How well does Trello scale into a larger team?](https://www.g2.com/discussions/1-how-well-does-trello-scale-into-a-larger-team) - Posted at: over 13 years ago - Comments: 6 - [Can we please add a new section](https://www.g2.com/discussions/2-can-we-please-add-a-new-section) - Posted at: over 13 years ago - Comments: 0 - [Quantifiable benefits from implementing your CRM](https://www.g2.com/discussions/quantifiable-benefits-from-implementing-your-crm) - Posted at: about 13 years ago - Comments: 4