HELLO TOMORROW. FROM TRANSFORMING TO TRANSCENDING - CARIBBEAN DIGITAL READINESS SURVEY 2021 - PWC
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pwc.com/cb Caribbean Digital Readiness Survey 2021 Hello tomorrow. From transforming to transcending
2 | Caribbean Digital Readiness Survey 2021
From boosting workforce productivity
to improving customer experience,
accelerating digital transformation is
What marks out the
now competitively critical for businesses
here in the Caribbean region.
But PwC’s first Caribbean region digital
transcenders? How
can you become one
readiness survey reveals a wide gap
between organisations out in front and
those struggling to make headway.
What marks out the digital transcenders -
not just transformers? How can you win in
digital and become one of these
of these pace-setters?
pace-setters? Our survey benchmarks
where organisations in the Caribbean are
on their digital journey across six
key themes.
3 | Caribbean Digital Readiness Survey 2021
Snapshot
Caribbean businesses set bold Digitisation is accelerating, but Productivity boosted
digital ambitions ground still to be made up Almost three-quarters of respondents believe that
More than 80% of businesses in our survey are Most respondents believe that they’re meeting or use of digital technologies and behaviours has
focusing their digital strategy on modernising exceeding targets on integrating new technologies boosted workforce productivity. Over half believe
their brand with new capabilities, ahead of into business processes, and products and it has increased employee satisfaction.
doing what they’ve always done faster and more services – 42% on target and 28% ahead. But
efficiently (62%). that leaves more than a quarter who acknowledge 73%
that they are behind target. Moreover, only 15% say productivity
Modernising believe that their digital fitness is on a par with is up
80% with new
capabilities
or ahead of the leaders in their industry.
Pulled in too many directions 57%
say employee
There are now an infinite variety of digital satisfaction is up
tools and technologies on offer. The
challenges of making and
Further upskilling implementing the right
choice are exacerbated
is critical by the need to get on
Switch to remote working
Digital transformation is as much with business as usual. becomes permanent
about people as systems – you can’t Respondents see The shift to remote working caused by COVID-19
create a digital organisation if your competing priorities is here to stay. Over half of respondents expect
workforce is still stuck in analogue. as the biggest barrier at least a third of their employees to be
But 46% believe their organisation to creating effective working remotely more than one day a week a
is behind in training workers with customer and employee year from now. Alongside the right technology,
skills for the digital era. experience. this shift demands new ways of engaging with
and managing your workforce.
4 | Caribbean Digital Readiness Survey 2021
Welcome to Hello, tomorrow. From Clearly digital transformation is a journey and most
Caribbean Digital IQ respondents (66%) only began in the past three
transforming to transcending, our
years. But 2020’s shift to remote working and step
first Caribbean-focused digital up in digital customer engagement have ratcheted
readiness survey. up the pressure to accelerate progress.
The big questions we explore include how far Scale: 0 (weak) When asked about the risks of failing to transform
businesses in the Caribbean have come in their to 100 (strong) into a digital organisation, more than three-
digital journey, how can they accelerate progress, quarters of respondents believe that their revenue
Frazer Lindsay growth and/or profitability would suffer (78%).
and what can they learn from the front-runners –
CEO, PwC in the
Caribbean the ‘transcenders’. More than half are concerned that customer
satisfaction would decline (58%) or that they
The findings make fascinating reading. They reveal Building on PwC’s Global Digital IQ framework, wouldn’t be able to compete with others in the
the high level of ambition for digital transformation this is the first regional study to gauge progress industry (52%).
in our region. They also highlight barriers to on developing digital capabilities. Digital IQ
change, and our insights on how they can be measures how well an organisation understands However, if your business is able to get ahead of
overcome. and captures the value of digital investments in the pack, the game-changing potential includes
terms of tools, business processes, and culture more informed data-driven decisions, a more
As both the survey results and our experience (0=weak and 100=strong). The average IQ for compelling employee and customer experience,
here at PwC underline, moving forward is as much the companies in our survey is 63. But there is a and more tailored and targeted products and
about people as systems. That’s why a significant wide gulf in scores (22 to 91). And when asked to services.
proportion of our own investment in digital centres identify and compare themselves to the leaders in
Zia Paton
Digital Leader
on upskilling. Our commitment is demonstrated their industries, only 15% of respondents rate their
by the fact that our region is a leader in our global digital readiness as being on a par with, or ahead
network on digital training and technologies. of, those leaders.
5 | Caribbean Digital Readiness Survey 2021
Foundations for success
What then does 1 Clear definition of digital that
recognises that success is
our survey reveal as much about an innovative
mindset and workforce
about the key capabilities as systems alone What it takes to make digital
transformation succeed:
foundations for
Digitally savvy leaders who
2 lead from the front rather than
delegating and are prepared “A complete shift in the
success: to take risks in support of
transformation
mindset…and a genuine
commitment to digital
Progress on developing and
3 applying digital skills – not just transformation.”
among a few specialists or
Survey respondent
creatives, but the workforce as
a whole
Timely, relevant, and consistent
4 data to drive effective decision
making, innovation and
differentiation
6 | Caribbean Digital Readiness Survey 2021 Solutions to your challenges No time for digital? Digital transformation can seem like a second order priority, even a distraction, when your business and its workforce are just trying to keep afloat. Staff may also be resistant to change, seeing digital transformation as a threat to their jobs. Solution That’s why it’s so critical to make digital relevant to your workforce. Demonstrate the benefits in areas such as new business won and improved customer satisfaction. Give them the time and license to apply new skills in their day-to-day work. This is an opportunity to work smarter not harder and to create new and fulfilling tech-enabled employment. There are also opportunities to create the transferable skills needed in an unpredictable and fast-changing world, such as creativity, leadership and problem solving. We know from the shift to remote working that employees will get behind change when they see a clear rationale.
7 | Caribbean Digital Readiness Survey 2021
The data isn’t there “Employees have
You’ve invested in new systems, to buy into [digital
but can’t get the data to run on
them or it’s in the wrong format.
transformation] as
change is sometimes
difficult to implement
Solution and sustain.”
The data is often there. But you may need
to reach out to business teams to unearth it, Survey respondent
underlining the importance of organisation-wide
buy-in and involvement. There is also a lot of
external and unstructured data that can be mined
from sources such as social media or bought in
from third parties.8 | Caribbean Digital Readiness Survey 2021
“We need to be aware
We’re overwhelmed of where it makes sense
Transformation is inevitably
daunting. Where do you begin? to go digital and where
What do you prioritise? it doesn’t. At this stage
and for the foreseeable
Solution future, much of our core
It’s important to make change manageable. That
means setting an overall vision, while rolling business cannot be cost
effectively automated.”
out investment, implementation, and workforce
training in iterative steps. It’s also important to
fail fast, and learn fast as you look to build the
agility and resilience needed to deal with constant Survey respondent
change.9 | Caribbean Digital Readiness Survey 2021
Transcenders:
Mandate change
1 Mandate a leadership strategy
Taking transformation
focused on collaboration and
cross-functional work. Digital
should be your corporate strategy,
to the next level not just a sideshow.
Invest like you mean it
“Forward thinking
2
Here at PwC, we’ve studied digitally
transforming companies for many years Understand the technology, management and
through our Global Digital IQ research. processes, operating models, and
What emerges is a winning 5% who are
leading the way in every area we assess
ways of working that you need senior leadership who
to succeed in the future. Invest
– from growth and profits to innovation,
customer experience and more. We call accordingly. are all bought-in and
them transcenders. They’re marked out
Empower your people
will fully support the
3
by four key attributes:
Tap into the creative brain power
of all your employees. Upskill them
transformation initiatives
and upgrade your training. Foster and help to implement
a mindset that revolves around
employee experience. real change.”
Survey respondent
Build up resilience
4 The new normal is constant
change. Build a resilient culture
and learn to regroup, readjust, and
tackle change head-on.10 | Caribbean Digital Readiness Survey 2021
About this survey
79%
In October/November 2020, we surveyed over The questions sought to gauge organisations’ digital readiness, enablers
600 senior executives from organisations in and barriers to change, and priorities for the future. Our thanks to our 92
seven countries in the Caribbean. respondents for kindly sharing their time and insights.
Government & public services
have USD$2m+ Other 3% 3% 8%
Bermuda
in revenue. Aerospace, defence & security 4%
Technology
6%
Capital projects & infrastructure 15%
Media
Telecommunications
16%
Hospitality & leisure
Bahamas Healthcare
16%
Insurance
Energy, utilities & resources
have USD$100m+ Asset & wealth management
16%
in revenue
Cayman Consumer markets 11%
Islands
Jamaica Banking & capital markets 11%
7%
Barbados Engineering & construction
72%
Trinidad & Automotive
Tobago
Industrial manufacturing
Guyana
C-Suite Transportation & logistics11 | Caribbean Digital Readiness Survey 2021
Key findings
“Of paramount
importance will be digital-
savvy leadership, the
empowerment of staff to
innovate and work in new
and different ways and
the ability to recruit and
retain the right talent for
digital transformation.”
Survey respondent12 | Caribbean Digital Readiness Survey 2021
Expected benefits
Improved customer experience is the number one goal for digital transformation. In the following areas, to what extent
Also high on the list of expected benefits are sharper decision making and do/did you expect benefits as a result of
digital efforts?
enhanced brand and reputation.
Grow revenue 25% 48% 20% 6% 1%
Create better customer experiences 57% 40% 3% 1%
Increase profits 21% 56% 18% 4% 1%
Achieve cost savings 24% 59% 11% 6% 1%
Improve talent retention and recruitment 19% 44% 29% 7% 1%
Innovate our products 29% 48% 20% 1%
Enhance brand and reputation 48% 41% 10% 1%
Disrupt our own industry or other industries 16% 39% 32% 7% 6%
Combat new industry entrants 20% 29% 40% 4% 7%
Improve decision-making through better data analytics 60% 39% 2%
0 100
Substantial benefits Moderate benefits Neutral Minimal benefits No benefitsIntegrating new technologies
Integrating new into newIntegrating
technologies
Integrating into new technologies
Integrating
technologies into new into newAttracting
technologies
Integrating into workers
technologies into withworker
Attracting the rig
Attra
business processes
business processes products
business processes and services
products and services skills
products and services for the digital
skills era
for the digit
skills
13 | Caribbean Digital Readiness Survey 2021
- 5.43% - 5.43% - 5.43% - 6.52% - 6.52% - 6.52% - 15.22% -
- 23.91% - 23.91% - 23.91% - 28.26% - 28.26% - 28.26% - 27.17% -
- 42.39% - 42.39% - 42.39% - 42.39% - 42.39% - 42.39% - 29.35% -
Leading and trailing
- 21.74% - 21.74% - 21.74% - 17.39% - 17.39% - 17.39% - 25.00% -
- 6.52% - 6.52% - 6.52% - 5.43% - 5.43% - 5.43% - 3.26% -
The findings highlight a wide gulf between a select group of leaders out in front To the best of your knowledge, how do
you rank your progress in the following
and a trailing pack with considerable work ahead to catch up. As digitisation
areas against internal strategic plans/
accelerates, this gap could grow and be increasingly hard to make up. targets?
DESLIDE
6 6
Integrating new technologies Integrating new technologies Attracting workers with the Training workers with skills Realising value from new, Encouraging rapid innovation
ating
chnologies
new technologies
into
Integrating
into business Integrating
into
newprocesses new
Integrating
technologies technologies
into
into new
products andtechnologies
into newAttracting
Integrating
services into
technologies
Training
right workers
skills for Attracting
theinto
workers with
eraworkers
with
Training
digital the right
workers with
Attracting
skills for
with
Training
for the
the
the right
workers
skills
workers
digital with
for
era the
Realising
the
with right
value
skills from
the new,
Realising
for digital
more ways more
value
of from new,
Realising
working Encouraging
more
value from new,
across rapid innovation
Encouraging
more
the business rapi
Enco
ess
es processes
business processesproducts andproducts
servicesandproducts
servicesand services
skills for the skills
digitalfor
erathe digital
skills
digital era digital era digital era era
for the digital era
digital ways digital
of working
ways digital
of working across the business
ways of working across the busine
acro
43% - 5.43% -5%
5.43% - 6.52% 7%
- 6.52% - 6.52% 15%
- 15.22%
- 14.13% - 15.22%
- 14.13% 14%
- 15.22%
- 14.13% - 8.70% 10%
- 8.70% - 8.70% 5%
- 9.78% -
3.91% - 23.91% -24%
23.91% - 28.26% 28%
- 28.26% - 28.26% 27%
- 27.17%
- 31.52% - 27.17%
- 31.52% 32%
- 27.17%
- 31.52% - 20.65% 26%
- 20.65% - 20.65% 5%
- 26.09% -
2.39% - 42.39% -42%
42.39% - 42.39% 42%
- 42.39% - 42.39% 30%
- 29.35%
- 27.17% - 29.35%
- 27.17% 27%
- 29.35%
- 27.17% - 35.87% 36%
- 35.87% - 35.87% 5%
- 35.87% -
1.74% - 21.74% -22%
21.74% - 17.39% 17%
- 17.39% - 17.39% 25%
- 25.00%
- 26.09% - 25.00%
- 26.09% 26%
- 25.00%
- 26.09% - 23.91% 18%
- 23.91% - 23.91% 5%
- 18.48% -
52% - 6.52% -7%
6.52% - 5.43% 6%
- 5.43% - 5.43% 3%
- 3.26%
- 1.09% - 3.26%
- 1.09% 1%
- 3.26%
- 1.09% - 10.87% 10%
- 10.87% - 10.87% 5%
- 9.78% -
SubstantiallySubstantially
behind behind
Substantially behind
Behind Behind Behind
On par On par On par
Ahead Ahead Ahead
with
ng workers
skills for
with
Training theskills for
workers Realising
the skills
with value
Realising
from new,
for the value more
from new,
Realising more
value Encouraging Encouraging
rapid innovation
from new, more rapid innovation
Encouraging SubstantiallySubstantially
rapid innovation ahead ahead
Substantially ahead
Substantially behind Behind On par Ahead Substantially ahead
era digital era digital ways digital
of working
ways of working
digital across the business
ways of working across the business
across the business
4.13% - 14.13% - 14.13% - 8.70% - 8.70% - 8.70% - 9.78% - 9.78% - 9.78%
1.52% - 31.52% - 31.52% - 20.65% - 20.65% - 20.65% - 26.09% - 26.09% - 26.09%
7.17% - 27.17% - 27.17% - 35.87% - 35.87% - 35.87% - 35.87% - 35.87% - 35.87%
6.09% - 26.09% - 26.09% - 23.91% - 23.91% - 23.91% - 18.48% - 18.48% - 18.48%
09% - 1.09% - 1.09% - 10.87% - 10.87% - 10.87% - 9.78% - 9.78% - 9.78%14 | Caribbean Digital Readiness Survey 2021
Benefits in the bank
Almost three-quarters of respondents believe that digital How has your company’s use of
digital technologies, processes, and
technologies have helped them to boost workforce productivity.
behaviours changed the following
Over half report increases in employee satisfaction. aspects of your workforce?
Employee satisfaction 6% 52% 27% 4% 11%
Employee productivity 5% 67% 20% 8%
Employee time spent on innovation 4% 38% 44% 4% 10%
Employee time spent on strategic tasks 8% 40% 31% 12% 8%
Employee time spent serving customers 25% 29% 35% 5%
Total employee headcount 14% 68% 15%
0 100
Substantially Increased Increased No change Somewhat reduced Substantially reduced Don’t know / not applicable15 | Caribbean Digital Readiness Survey 2021
Remote working embraced
Over half of respondents expect at least a third of their employees to be working remotely What percent of your office employees
do you anticipate will work remotely
more than one day a week a year from now. The challenge for leaders is how to manage,
more than one day a week a year from
inspire and create cohesion across a scattered remote-working workforce. now?
43% 36% 21%
Few Many Most
Over half of respondents (57%) expect a third or more of their employees to be working remotely more than one day a
week a year from now. Over one fifth (21%) of respondents expect most of their employees to be working from home.16 | Caribbean Digital Readiness Survey 2021
Competing priorities
Leading a long list of barriers to transformation, is competing What are the major barriers to efficient
management of customer and
priorities. This underlines the importance of a clear business case
employee experience? Select up to 2.
and actively monitoring and managing return on investment.
Lack of Lack of Lack of budget
strategic clear ROI among affected
emphasis functions
9% 9% 17% 10% 15% 2% 38%
Lack of budget Interdepartmental Lack of ownership Competing
boundaries/hurdles by affected priorities
functions17 | Caribbean Digital Readiness Survey 2021
Lack of understanding
Beyond technology, effective leaders recognise the importance How do you and your organisation’s leaders
define digital? How does your overall
of organisational mindset and integration. But less than 20% of
organisation define digital? Choose one
respondents feel their workforce understands this. statement that best describes the definition for
each group.
Digital goes beyond technology alone to Overall
reflect a mindset that embraces constant organisation
innovation, flat decision-making, and the
integration of technology into all phases 32% 25%
of the business.
6%
Digital reflects our unified approach to
16%
customer and employee experience,
technology, and business performance.
-
Digital is synonymous with IT.
53%
Digital refers to all the investments we are You and
making to integrate technology into all
parts of our business. 25% other leaders
18% 25%Integrating new technologies
Integrating new into newIntegrating
technologies
Integrating into new technologies
Integrating
technologies into new into newAttracting
technologies
Integrating into workers
technologies into withworker
Attracting the rig
Attra
business processes
business processes products
business processes and services
products and services skills
products and services for the digital
skills era
for the digit
skills
18 | Caribbean Digital Readiness Survey 2021
- 5.43% - 5.43% - 5.43% - 6.52% - 6.52% - 6.52% - 15.22% -
- 23.91% - 23.91% - 23.91% - 28.26% - 28.26% - 28.26% - 27.17% -
- 42.39% - 42.39% - 42.39% - 42.39% - 42.39% - 42.39% - 29.35% -
Behind on upskilling
- 21.74% - 21.74% - 21.74% - 17.39% - 17.39% - 17.39% - 25.00% -
- 6.52% - 6.52% - 6.52% - 5.43% - 5.43% - 5.43% - 3.26% -
Nearly half of respondents believe their organisation is behind in To the best of your knowledge, how do
you rank your progress in the following
training workers with skills for the digital era. The priorities aren’t
areas against internal strategic plans/
just technical skills, but also how to create the right mindset. targets?
DESLIDE
6 6
Integrating new technologies Integrating new technologies Attracting workers with the Training workers with skills Realising value from new, Encouraging rapid innovation
ating
chnologies
new technologies
into
Integrating
into business Integrating
into
newprocesses new
Integrating
technologies technologies
into
into new
products andtechnologies
into newAttracting
Integrating
services into
technologies
Training
right workers
skills for Attracting
theinto
workers with
eraworkers
with
Training
digital the right
workers with
Attracting
skills for
with
Training
for the
the
the right
workers
skills
workers
digital with
for
era the
Realising
the
with right
value
skills from
the new,
Realising
for digital
more ways more
value
of from new,
Realising
working Encouraging
more
value from new,
across rapid innovation
Encouraging
more
the business rapi
Enco
ess
es processes
business processesproducts andproducts
servicesandproducts
servicesand services
skills for the skills
digitalfor
erathe digital
skills
digital era digital era digital era era
for the digital era
digital ways digital
of working
ways digital
of working across the business
ways of working across the busine
acro
43% - 5.43% -5%
5.43% - 6.52% 7%
- 6.52% - 6.52% 15%
- 15.22%
- 14.13% - 15.22%
- 14.13% 14%
- 15.22%
- 14.13% - 8.70% 10%
- 8.70% - 8.70% 5%
- 9.78% -
3.91% - 23.91% -24%
23.91% - 28.26% 28%
- 28.26% - 28.26% 27%
- 27.17%
- 31.52% - 27.17%
- 31.52% 32%
- 27.17%
- 31.52% - 20.65% 26%
- 20.65% - 20.65% 5%
- 26.09% -
2.39% - 42.39% -42%
42.39% - 42.39% 42%
- 42.39% - 42.39% 30%
- 29.35%
- 27.17% - 29.35%
- 27.17% 27%
- 29.35%
- 27.17% - 35.87% 36%
- 35.87% - 35.87% 5%
- 35.87% -
1.74% - 21.74% -22%
21.74% - 17.39% 17%
- 17.39% - 17.39% 25%
- 25.00%
- 26.09% - 25.00%
- 26.09% 26%
- 25.00%
- 26.09% - 23.91% 18%
- 23.91% - 23.91% 5%
- 18.48% -
52% - 6.52% -7%
6.52% - 5.43% 6%
- 5.43% - 5.43% 3%
- 3.26%
- 1.09% - 3.26%
- 1.09% 1%
- 3.26%
- 1.09% - 10.87% 10%
- 10.87% - 10.87% 5%
- 9.78% -
SubstantiallySubstantially
behind behind
Substantially behind
Behind Behind Behind
On par On par On par
Ahead Ahead Ahead
with
ng workers
skills for
with
Training theskills for
workers Realising
the skills
with value
Realising
from new,
for the valuemore
from new,
Realising more
value Encouraging Encouraging
rapid innovation
from new, more rapid innovation
Encouraging SubstantiallySubstantially
rapid innovation ahead ahead
Substantially ahead
Substantially behind Behind On par Ahead Substantially ahead
era digital era digital ways digital
of working
ways of working
digital across the business
ways of working across the business
across the business
4.13% - 14.13% - 14.13% - 8.70% - 8.70% - 8.70% - 9.78% - 9.78% - 9.78%
1.52% - 31.52% - 31.52% - 20.65% - 20.65% - 20.65% - 26.09% - 26.09% - 26.09%
7.17% - 27.17% - 27.17% - 35.87% - 35.87% - 35.87% - 35.87% - 35.87% - 35.87%
6.09% - 26.09% - 26.09% - 23.91% - 23.91% - 23.91% - 18.48% - 18.48% - 18.48%
09% - 1.09% - 1.09% - 10.87% - 10.87% - 10.87% - 9.78% - 9.78% - 9.78%19 | Caribbean Digital Readiness Survey 2021
Held back by time and cost
Respondents cited a broad range of factors when asked what’s What are the key barriers to upskilling
the workforce at your organisation?
holding up upskilling. While lack of time and budget are at the
Select up to 3.
top of the list, other barriers further down the list such as lack of
interest and structure can exacerbate this.
Other (Please Specify)
1.33%
3% 3.11%
4% Fear employees will leave once we have invested in them
4.00%
18% 17.78%
6% 5.78% Lack of time Lack of institutional knowledge
6.22% Lack of core education (e.g., math, communication) among employees
6%
Difficulty changing leadership mindset and standard processes
7.11% 12.44%
Lack of interest among employees
Lack of interest 7% 12%
Lack of budget
Lack of strategic focus on training
10.22% Lack of structure for delivering training
10.67%
10% Lack of clear incentives for employees
10.67% 11%
10.67% Low prioritization among managers
11% 11% Lack of budget
Lack of structure
Lack of time20 | Caribbean Digital Readiness Survey 2021
Leading from the front
More than 80% of respondents say their CEO is a champion for digital. To what extent do you agree with
the following statements about your
Around 70% believe that senior management as unafraid to take
organisation’s senior management team.
calculated risks to support digital transformation.
100
9% 8% Strongly agree
14%
21%
34% Agree
51%
Neither agree or disagree agree
45% 61%
Disagree
30%
12% 10% Strongly disagree
0
Our CEO is a Our leadership is digitally savvy Senior management explicitly
champion for digital. and helps the workforce think incorporate digital strategy into
in new ways. corporate strategy.21 | Caribbean Digital Readiness Survey 2021
Data as the lifeblood
60% of respondents believe that the right data is critical Which of the following is currently
more important in driving digital
to driving their digital transformation strategy.
transformation strategy? Choose one
option for each item below.
Option a. is Option b. is Both are
Neither
more important more important important
a. Data
60% 4% 34% 2%
b. Instinct
a. Customer
29% 11% 58% 0%
b. Employee
a. Business
30% 4% 65% 0%
b. IT
a. Short-term Outcomes
2% 34% 63% 1%
b. Long-term Outcomes22 | Caribbean Digital Readiness Survey 2021
Harnessing emerging technology
Artificial intelligence (AI) is the most prioritised emerging technology. More possibilities are Which of the following emerging
technologies have been prioritised or is
opening up all the time, from diagnostics to self-driving vehicles. However, AI is a broad and
most applicable to your organisation’s
complex arena, underlining the importance of clear strategic targeting to make the most of the strategy? Select all that apply.
potential within your particular business and avoid competing priorities.
30% of respondents say
AI is the emerging technology
they have prioritised most.
5%
Artificial Intelligence 5%
Internet of Things
6% 29%
Robotic Process Automation
Drones
Blockchain
10%
Augmented Reality
Virtual Reality
3D Printing
20%
22%Contacts
If you would like us to measure the Digital IQ of your business or help accelerate and take
transformation to the next level, please reach out to us.
Frazer Lindsay kevin.cambridge@pwc.com
CEO, PwC in the Caribbean PwC Bahamas
frazer.lindsay@pwc.com
Mobile: +1 345 516 8606 arthur.wightman@pwc.com
PwC Bermuda
marlon.bispath@pwc.com
PwC Cayman Islands
Zia Paton
Digital leader arnold.niranjan@pwc.com
zia.paton@pwc.com PwC East Caribbean
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PwC Guyana
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PwC Jamaica
digital products Leighton McKnight
Advisory leader
Learn more about the digital leighton.mcknight@pwc.com
Mobile: +1 876 383 0720
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