Steven Hill

Global Advisory Board Member
HFS Research
January 01, 2025

Horses for Sources (HFS Research) – A leading industry research and advisory firm known for data-driven insights and bold thought leadership on outsourcing, digital transformation, and global business services.

Founded by analyst Phil Fersht, HFS delivers strategic market intelligence, vendor benchmarking, and analysis to help enterprises and service providers optimize operations, adopt emerging technologies, and drive business innovation. Steve is one of eight inaugural global advisory board members.

Managing Partner - Strategic Investor & Private Equity Owner
OakTruss Group
January 01, 2025

OakTruss Group – A leading risk advisory and management consulting firm helping organizations protect assets, ensure compliance, and strengthen resilience. Formerly Cyber Defense Labs, OakTruss delivers strategic risk consulting, virtual CISO leadership, and advanced cybersecurity services including penetration testing, incident response planning, and rapid risk assessments. Staffed by former intelligence, law enforcement, and C-suite security leaders, the firm partners with clients to mitigate operational, financial, and reputational risks so they can focus on growth with confidence.

You already govern AI. You just haven't called it that.
OakTruss Group
August 03, 2026

Boards have been governing judgment for a century. Every officer who signs a contract, every manager who approves a budget, every banker who approves a loan is exercising judgment on the company's behalf. We built a full apparatus to oversee it: ledgers that record what happened, budgets that bound what may happen, approval matrices that say who decides what, and auditors who verify all of it.

Why AI and Cyber Must Be Inextricably Linked in the Evolution to Scale
Linkedin
May 22, 2025

As businesses continue to scale digital operations, the convergence of Artificial Intelligence (AI) and cybersecurity has become not only inevitable but necessary. Historically treated as distinct disciplines—AI as a driver of innovation and efficiency, and cybersecurity as a defensive shield—these domains are now intersecting in ways that demand unified strategy, investment, and governance. In the modern enterprise, decoupling AI from cybersecurity is no longer sustainable. They are inextricably linked in the evolutionary path toward scalable, resilient, and secure digital ecosystems.

Reimagining the 21st Century Enterprise Board of Directors
Linkedin
March 20, 2025

In the rapidly evolving landscape of 21st-century business, corporate boards stand at a critical crossroads. The traditional board structure and composition may be challenged to navigate the complex technological transformations reshaping global enterprises. The need to better translate technological potential into strategic advantage and to comprehend the ethical and operational implications of generative technologies is at the heart of the challenge, complicated by an ever- compressing rate of change. This rate change, or “clock speed,” has compressed from a 150 +/- years in the industrial revolution to barely decades with recent transformative technologies such as the internet and cloud computing.

Tackling urban mobility challenges in Chicago
Linkedin
March 19, 2019

At KPMG, we are committed to our communities and committed to fostering innovation. Through meaningful opportunities for college students to apply their skills, we hope to support the next generation of leaders. Continue reading for a look inside a recent hackathon we co-hosted with Bosch in Chicago.

Rethinking innovation strategy for the 21st Century
Linkedin
February 12, 2019

Companies around the world are facing a “perfect storm” of constant, seismic change. Against this backdrop, leaders are constantly tasked with making smart bets to grow their businesses – from adopting complex technologies like artificial intelligence and drones to completely re-thinking organizational approaches.

The business of bots and the realities of enterprise automation
Linkedln
January 14, 2016

The emerging set of capabilities and associated technologies enabling the automation of knowledge work through Robotic Process Automation (RPA) is one of the great disruptors facing organizations in the coming years. For the chief information officer (CIO), RPA represents a tremendous opportunity for the IT function to provide considerable new value to the business—an opportunity that the CIO cannot afford to ignore.

The Twin Engines That Power Business
Linkedin
October 12, 2015

More than ever before, today’s environment is dictated by rapid changes in political, economic, social and technology factors. Not only are the number of drivers and the pace of change increasing, but the correlation and causation of these drivers are increasingly interlocked and sophisticated.

KPMG's Global Energy Conference
Linkedin
May 08, 2015

Marketplace dynamics are changing at a pace that is stretching the limits of foresight, perspective and agility for businesses of all sizes. How do companies rethink their corporate governance and management capabilities to create success in the new world?

Changing Your Perch Can Improve Your Outlook
Linkedin
January 06, 2015

Innovation requires this type of collaborative forum, where skills mesh and physical work space conforms to the needs of the creators. That’s why we don’t view WeWork as the office of the future; we view it as the office of the now.

Is Fear of Failure Stalling Corporate Innovation?
Linkedin
December 16, 2014

KPMG recently surveyed 400 CEOs for a three year, forward-looking outlook on the trends affecting their companies. The study reveals a comprehensive, qualitative analysis of their optimism – but also revealed what keeps them awake at night. At the center of their focus is the desire for their companies to be perceived as innovative.

U.S. Vice Chairman of Innovation & Investments
KPMG
January 01, 2024

KPMG LLP (New York, NY)
One of the “Big Four” professional services firms, KPMG LLP provides audit, tax, and advisory services to leading global organizations across industries. With a presence in 143 countries and a workforce of over 270,000 professionals worldwide, KPMG helps clients navigate complex regulatory environments, optimize financial performance, manage risk, and drive strategic growth through data-driven insights and innovative solutions.

Regional Advisory Leader, One Americas (2020–2024)
Led double-digit growth and evolution of business operations for sixteen member firms in Latin America through operational excellence, innovation, strategic investment, and deployment of new capabilities to scale.
• Led development of a more sophisticated mix of services including building and scaling AI,
cybersecurity, and other technology-based offerings, capitalizing on assets (SaaS), managed
services, and leverage of offshore talent.
• Advised clients in planning and implementing complex, technology-enabled business
transformations across several industries, including transportation, energy, consumer goods,
pharmaceuticals, and retail.
• Improved operational effectiveness and efficiency through technology and business model
changes to better connect and more intelligently leverage firm resources focused on sales and
services delivery.

Global Head of Innovation & Investments (2013–2020)
Responsible for innovation & investment for KPMG’s global network (143 countries). Formed global network of leaders to establish and mature innovation capability in each KPMG member firm.
• Provided investment guidance, from concept to implementation and scale.
• Facilitated cross-country collaboration and assisted in the planning and growth of new services,
strategic alliances, offshore leverage, analyst relations, and corporate development.
• Worked with KPMG’s global management team to identify highest priorities for business growth.

U.S. Vice Chairman of Innovation & Investments (2011–2016)
Shaped role and served as the first Vice Chairman of Innovation & Investments for KPMG LLP and Member of the Management Committee.
• Drove organic and inorganic growth, including several acquisitions, which broadened KPMG’s
competitiveness and market reach.
• Created the KPMG asset business, driving asset enablement of staff and software-as-a-service
(SaaS) for audit, tax, and advisory clients.
• Initiated and led $100M investment to partner with IBM Watson in pioneering experimentation
with AI and data analytics to transform the audit, tax, advisory, and go-to-market functions.

U.S. Head of Advisory Services and Innovation & Investments Leader (2005–2011)
Led service innovation, organic growth, M&A, ecosystem development, and business model evolution to differentiate the firm and create new and profitable revenue streams. Expanded National Advisory Services leadership role to create the Innovation & Investments function for the entire firm on a global scale, directing strategic growth across audit, tax, and advisory functions. Oversaw the firm’s entire innovation lifecycle, managing $1B in strategic investments.
• Built high-performing, multidisciplinary teams to drive growth in advisory services, including AI,
cloud, managed services, technology integration, and cybersecurity; developed firm leaders in
these fields of play.
• Drove and expanded use of offshore resources to improve productivity and enhance margins in a variety of internal and client services.
• Created KPMG’s analyst relations function, leveraging industry analysts to help co-create
solutions, as well as promoting firm differentiation and value to current and prospective clients.
• Established a strategic alliances capability to accelerate existing and create additional channels of business growth via an ecosystems business model.

Partner-in-Charge, Advisory Services (2003–2005)
Recruited by Audit Vice Chairman to rebuild the consulting practice and oversee all Advisory services. Assisted in conceiving, designing, deploying, and scaling new services, as well as enhancing and optimizing the delivery of existing offerings.

Partner & Senior Vice President
BearingPoint
January 01, 2003

BearingPoint (McLean, VA)

BearingPoint (formerly KPMG Consulting) – A global management and technology consulting firm that originated as KPMG Consulting before its 2002 IPO and subsequent rebranding as BearingPoint. The firm provided strategy, operations, technology, and risk consulting services to Fortune 500 companies and public sector clients worldwide. Known for combining deep industry expertise with technology-driven solutions, BearingPoint helped organizations optimize performance, modernize systems, and navigate complex regulatory and operational challenges.

Partner & Senior Vice President (1995–2003)
Member of the KPMG Consulting/BearingPoint Executive Committee. Initially led the IT strategy practice and provided services to a portfolio of U.S. and global clients in various industries, including telecommunications, industrial manufacturing, transportation, and consumer goods. Held other concurrent leadership roles, including:

Co-Leader, Consumer & Industrial Markets Industry Line of Business (1998–1999)
Increased business by 91% in one year; overseeing more than $400M in revenue.

Partner-in-Charge, Consulting, Southwest Region (1996–1999)
Grew revenue from $8M to $32M for Southwest region in first two years; increased headcount from 150 to 1,000+ to support regional and national business growth.

Global Leader, World Class Information & Technology Services Practice (1996–1998)
Expanded and delivered IT advisory offerings driving growth from $15M to $100M. Helped to spearhead Cisco Systems partnership, resulting in new line of business and enhanced delivery of capabilities

Head of Strategic Planning
SHL Systemhouse
January 01, 1995

SHL Systemhouse (Dallas, TX)

A leading IT services and systems integration firm headquartered in Ottawa, Canada, delivering
consulting, outsourcing, and technology solutions across North America, Europe, and Asia. Known for helping enterprises modernize operations, improve efficiency, and implement large-scale technology systems, SHL Systemhouse became part of MCI Systemhouse following its 1995 acquisition and later merged into EDS in 1999.

Head of Strategic Planning (1993–1995)
Created transformational outsourcing solution designed to disintermediate the Facilities Management (EDS/IBM) business model. Led business development for SHL Latin American operations for all professional services and alliances.

Hill Equity Partners, LLC
Hill Equity Partners, LLC
May 01, 2025

Founded in 2025, Hill Equity Partners, LLC is a private equity firm focused on investing in and scaling innovative companies focused on AI, cybersecurity and the space industry. We believe the next decade will be defined by deep technological transformation—and the convergence of AI, cyber resilience, and space innovation represents one of the most compelling investment frontiers. Our mission is to partner with visionary founders and bold teams building the infrastructure, platforms, technologies, and services that will shape global security, intelligence, and digital capability in the 21st century.

HFS NYC Summit May 2026: Panel: Turning AI bets into business results
HFS Research
May 13, 2026

Session name:
Panel: Turning AI bets into business results

Moderator:
Joel Martin, Chief Research Officer, HFS Research

Speakers:
Steven Hill, Former Vice Chairman, KPMG
Aravind Nandanan, GTM Leader for Communications and Media, UST
Rahul Patel, Chief Information Officer, KBC Bank USA
Eric Piscini, Chief Executive Officer, Hashgraph
Joshua Zalen, SVP, Chief Information Officer, Independent Health

HFS webinar replay-AI at a Crossroads: The State of the Industry on Trust, Leadership, and Execution
HFS
April 06, 2026

In this HFS Research State of the Industry webinar, HFS CEO and Chief Analyst Phil Fersht and members of the HFS Global Advisory Board shared candid perspectives on what’s really holding enterprises back from scaling AI and what it will take to move from experimentation to execution.

The conversation examined the gap between AI’s rapid advancement and enterprise readiness, spanning leadership, governance, data foundations, and evolving operating models.

Governing a New Kind of Employee
OakTruss Group
August 04, 2026

How AI Has Compelled the Evolution of Corporate Governance, and Why the Answer Is Already in the Boardroom

A whitepaper by Steven Hill, Managing Partner, OakTruss Group LLC

August 2026

Governing a New Kind of Employee
Thinkers360
August 07, 2026

Artificial intelligence has moved consequential judgment into software. Systems now approve, flag, prioritize, and decide, and boards are suddenly accountable for an actor that produces a quarter's worth of decisions before lunch. The common response is to reach for a new ethics framework, which makes the problem harder than it is.  

The values carry over. The enforcement cannot.  

The values a board applies to AI are unchanged from the ones it applies to people. What must change is the tooling to measure and the clock speed of enforcement. Responsible AI is the discipline of making AI's behavior observable, its risks proportionately controlled, and its humans accountable, and that discipline is delivered through nine concrete artifacts. Every one is an existing governance structure, built long ago to govern capital, re-instantiated to govern judgment. An AI inventory is the asset register. A decision log is the general ledger. Deployment gates are capital approval.  

What leadership does next  

Governing a New Kind of Employee moves past theory to what boards and executives need now. It maps all nine artifacts to the board concepts leaders already trust, shows how model risk management guidance, the NIST AI Risk Management Framework, and the EU AI Act converge on the same architecture, and starts the program where it has to start: with an inventory that reliably surfaces the shadow AI already running inside the business. From there, leadership has a precise question to work from. Which of the nine are already in place, and which is next to build? 

Download the whitepaper to see all nine, then bring the question to the next board or leadership meeting.  

Governing a New Kind of Employee. AI Governance for Boards: A Nine-Artifact Framework

 

You already govern AI. You just haven't called it that.
Thinkers360
August 03, 2026

Boards have been governing judgment for a century. Every officer who signs a contract, every manager who approves a budget, every banker who approves a loan is exercising judgment on the company's behalf. We built a full apparatus to oversee it: ledgers that record what happened, budgets that bound what may happen, approval matrices that say who decides what, and auditors who verify all of it.

That apparatus was built around capital allocation, because capital was where consequential judgment left a trail.

The age of AI changes exactly one thing, and it is a big one: consequential judgment has moved into software.

An AI system that approves loan applications or screens candidates is not a tool the way a spreadsheet is a tool. It exercises discretion. It makes decisions. It is, functionally, a new kind of employee — one that never sleeps, cannot be deposed, and can be replicated ten thousand times overnight.

Here is the reassuring part: the values do not change. Fairness, accuracy, transparency, accountability are the same principles you already apply to people.

What changes is enforcement. A person is reviewed quarterly. A machine making ten thousand decisions an hour has produced a quarter's worth of activity before lunch.

The practical work comes down to nine artifacts, and every one of them is something you already run for capital allocation. An AI inventory is your asset register. A decision log is your general ledger. Deployment gates are capital approval. Independent assurance is internal audit.

Capital allocation has a ledger, a budget, an approval matrix, and an auditor. Judgment now needs the same.

Read the full article here: https://www.oaktrussgroup.com/post/why-responsible-ai-is-the-corporate-governance-you-already-trust-just-extended.