KPMG Fiji says heavy investment in training and staff development has been central to its rapid expansion in the country, a strategy that has helped the firm grow from a five-person start-up to a delivery centre of about 200 professionals and win national recognition for outsourcing excellence. Managing Partner Sharveck Naidu told reporters that continuous upskilling — including a particular focus on soft skills — is critical to meeting the expectations of international clients and aligning local teams with KPMG’s global professional standards.
“When graduates come in from university there are certain things we need to train them up on. Soft skills are a big part of it,” Naidu said, describing intensive internal training programmes used to prepare staff for client-facing work and complex engagements. Those programmes, he said, are designed to ensure employees “are up to global standard,” mirroring practices across KPMG’s international network.
The Fiji operation, branded Fiji Dynamics, now supports teams across Australia and handles a range of professional services work flown into the region. Naomi Mitchell said the model demonstrates Fiji’s capacity to deliver export-ready services at a world-class level. “This model that we’ve got has proven that world class export-ready professional services can be delivered from Fiji,” she said, noting the delivery centre’s role in servicing regional demand.
Fiji Dynamics’ rise was recognised at the Prime Minister’s International Business Awards 2025, where the centre received the Excellence in Outsourcing Award. The accolade underscores both commercial growth and the quality controls KPMG says it has embedded through training, mentorship and standardised processes. Company leaders say the award bolsters Fiji’s credentials as a competitive outsourcing destination in the Pacific, able to attract and retain work that might previously have been located offshore.
KPMG’s emphasis on training reflects a broader industry challenge: while local universities produce technically qualified graduates, firms must bridge gaps between academic preparation and the soft skills, client management capabilities and global compliance requirements sought by international buyers. Naidu said the firm’s internal curricula combine technical refreshers with communication, teamwork and client-service modules so staff can step into multinational engagements with confidence.
Industry observers say KPMG’s experience mirrors a trend across Fiji’s growing professional services sector, where firms are increasing investments in workforce capability to capitalise on international outsourcing opportunities. Supporters argue that this creates higher-value employment locally while strengthening Fiji’s positioning in regional supply chains; critics caution that sustained investment in lifelong training and certification will be needed to maintain standards as volumes rise.
For KPMG Fiji, the immediate priority remains consolidating the gains from recent growth while ensuring quality is not sacrificed for scale. With around 200 staff now employed in its Fiji delivery centre and ties into Australian teams, the firm says it will continue to expand its learning programmes and align recruitment with evolving client needs — a development that company leaders insist will be essential if Fiji’s professional services exports are to keep growing.
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