Marsh McLennan Sales Playbook

Feb 10, 2026 by Ryan Murray

Marsh McLennan Sales Playbook | Your Guide to Selling To MarshTech

Marsh & McLennan Companies, Inc.
NYSE: MRSH
1166 Avenue of the Americas
New York, NY 10036-2774
United States
Main Phone: (212) 345-5000
Website: https://www.corporate.marsh.com/global/home.html
Industry Sector: Financial Services, Insurance
Full Time Employees: 95,000
Fiscal Year End: December 31
Annual Revenues: $26.98 Billion USD
CEO: John Doyle, President, CEO & Director
Fortune 500 Rank: #172

Marsh McLennan (rebranded as Marsh, Jan 2026) is a global risk, insurance, and consulting leader with 90,000+ colleagues in 130+ countries, now listed on the NYSE under ticker MRSH as of January 2026. This playbook is designed for a SaaS technology seller calling into Marsh to drive multi-threaded, enterprise deals aligned to their risk, people, and strategy agenda.

Marsh Org Chart - Corporate Structure

Marsh Org Chart - Board of Directors

1. Company information

Marsh is a professional services firm focused on risk, reinsurance and capital, people and investments, and management consulting, operating globally across more than 130 countries.
The company brings together businesses historically branded as Marsh, Guy Carpenter, Mercer, and Oliver Wyman, combining insurance broking, reinsurance, HR/wealth consulting, and strategy consulting under one umbrella.
As of 2025, Marsh generates roughly mid‑$20B to upper‑$20B in annual revenue, with about two‑thirds coming from Risk & Insurance Services and one‑third from Consulting.
In January 2026, Marsh McLennan rebranded to “Marsh,” changed its NYSE ticker from MMC to MRSH, and is taking its four businesses into a unified Marsh‑led brand over a transition period.
The CIO/technology organization leads a team of about 5,000 technologists, with a mandate to harmonize the tech landscape, build shared services (infrastructure, cybersecurity), and increase the velocity of IT delivery across all businesses.

Implications for you:

Emphasize global scale, cross‑business reuse, and control of operational, cyber, and regulatory risk.
Position your SaaS as a shared platform (not a point tool) that works across Marsh Risk, Marsh Re (Guy Carpenter), Mercer, and Oliver Wyman.

2. Sales process

Anchor your process to Marsh’s complex, matrixed structure and highly regulated, risk‑sensitive environment.

Targeting and research

Prioritize accounts and sub‑entities: Marsh Risk (commercial insurance broking), Marsh Re (reinsurance), Mercer (health, wealth, career), Oliver Wyman (strategy consulting).
Map each to your value pillars: e.g., for Marsh Risk, focus on underwriting/risk data productivity; for Mercer, employee/plan analytics; for Oliver Wyman, insights and modeling speed.

Initial engagement

Start with functional mid‑senior leaders (e.g., Head of Digital, VP Data, Ops leaders) under the global CIO structure rather than going straight to the CIO.
Lead with a hypothesis: “We see Marsh investing heavily in AI and shared services; here’s a specific way to cut cycle time or increase IT velocity in one portfolio.”

Discovery and diagnosis

Probe for cross‑business initiatives (shared data, AI, cybersecurity, regulatory reporting) that span Marsh, Mercer, and Oliver Wyman.
Quantify impact in terms Marsh uses: risk reduction, client service responsiveness, operational efficiency, and ability to launch new offerings.

Value validation

Design a pilot or lighthouse in one business (e.g., Marsh Risk UK, Mercer US Wealth) with clear metrics tied to time‑to‑quote, proposal cycle times, or analyst productivity.
Document reusability across regions and other Marsh businesses (global standardization is key to their shared‑services strategy).

Business case and governance

Build a cross‑business business case that shows the step‑up from single‑BU to multi‑BU deployment (ROI improves materially at Marsh scale).
Anticipate risk, compliance, and data governance reviews given Marsh’s role in regulated insurance and financial services markets.

Closing and rollout

Secure executive sponsorship at the portfolio/segment level (e.g., tech leaders covering multiple businesses).
Align your implementation plan with Marsh’s existing shared‑services and AI programs to avoid redundancy.

3. Sales methodology

Use a consultative, value‑based methodology tailored to large, risk‑sensitive enterprises.

Problem‑centric discovery: Tie every conversation to specific risk, productivity, or client‑experience issues, such as slow analytics for reinsurance modeling or fragmented client data across Marsh and Mercer.
Multi‑threading: Map stakeholders across IT, risk, operations, business line leadership, and data/AI leadership, reflecting Marsh’s large technologist base and decentralized CIO structure.
Hypothesis‑led: Bring Marsh‑specific examples around AI, shared services, and cross‑business collaboration, reflecting their investments in harmonizing systems and AI platforms.
Quantified value: Express value in terms of hours saved for knowledge workers, reduced cycle times, improved compliance readiness, and incremental revenue from new client offerings.

4. Buyer personas

Focus on personas in IT, data/AI, and the business units.

Global/Business Unit CIOs and Technology Leaders

Goals: standardize tech stack, accelerate delivery, manage cyber risk, and support global businesses efficiently.
What resonates: shared services, platform consolidation, security, integration with existing Marsh systems, and reduction of tech fragmentation.

Chief/Head of Data, Analytics, or AI

Goals: leverage Marsh’s vast risk, people, and investment data for insights, modeling, and AI‑driven solutions.
What resonates: data unification, governed self‑service analytics, explainable AI, and faster model deployment across Marsh businesses.

Business Unit Leaders (Marsh Risk, Marsh Re, Mercer, Oliver Wyman)

Goals: improve client outcomes, speed to market, and risk advisory quality in their own domain.
What resonates: use cases like faster risk assessments, better client reporting, and differentiated digital services for end clients.

Operations and Shared Services Leaders

Goals: streamline processes, reduce manual work, and support front‑line advisers and consultants.
What resonates: workflow automation, consistency across 90,000+ colleagues, and alignment with Marsh’s purpose of helping clients thrive.

5. Product overview (positioned for Marsh)

Position your SaaS in language that maps directly to Marsh’s mission and structure.

Emphasize that your platform helps large, distributed organizations connect data, insights, and solutions across risk, strategy, and people, mirroring how Marsh describes its own integrated capabilities.
Highlight enterprise‑grade security and compliance appropriate for a firm deeply involved in insurance, reinsurance, and financial consulting.
Show how your solution can be implemented as a shared service that multiple Marsh businesses can consume, aligning with their shared‑services and harmonization approach.
Provide examples tailored to Marsh: e.g., scenario modeling for Marsh Re, workforce insights for Mercer, or client‑facing analytics tools for Oliver Wyman.

6. Sales KPIs

Track KPIs that reflect long, complex enterprise cycles and land‑and‑expand motions.

Pipeline KPIs

Number of qualified opportunities by business (Marsh Risk, Marsh Re, Mercer, Oliver Wyman).
Multi‑thread depth (average number of active stakeholders per opportunity).

Process KPIs

Average time from first meeting to value hypothesis/proposal.
Conversion rates between stages: discovery → pilot design → pilot completion → global rollout.

Outcome KPIs

ACV per business line and total Marsh ACV.
Expansion revenue from additional geographies or business units within Marsh.
Documented customer value (e.g., IT hours saved, increased analytics throughput, reduced cycle times).

7. Sales tactics

Lead with Marsh‑specific insight: reference their rebranding to Marsh, NYSE ticker change (MRSH), and cross‑business integration to show preparation.
Anchor conversations in Marsh’s purpose “to build the confidence to thrive through the power of perspective” and translate your product into better perspectives and decisions.
Propose a joint innovation or AI initiative aligned with Marsh’s significant technology and AI investments, similar to internal platforms they have deployed for employees.
Use customer stories from analogous global, regulated enterprises (insurance, financial services, or consulting) to establish credibility.

8. Lead qualification criteria

A Marsh opportunity should meet stringent fit criteria.

Strategic fit

The initiative is part of a cross‑business or shared‑service program (data, AI, digital transformation, cyber, operations) rather than a small, local tool replacement.

Economic fit

Budget owned or co‑owned by CIO/technology or business line leaders with global remits.

Technical fit

Requirements for security, governance, and integration compatible with your enterprise capabilities.

Political fit

Identified executive sponsor and 3–5 engaged stakeholders across IT, business, and operations.

Use MEDDIC‑style criteria (Metrics, Economic buyer, Decision process, Decision criteria, Identify pain, Champion) behind the scenes, even if not named explicitly.

9. Sales enablement resources

For Marsh, equip reps with:

One‑page Marsh brief including business lines, revenue mix, and current branding/structural context (unification under Marsh brand and MRSH ticker).
Use‑case playcards tailored to Marsh Risk, Marsh Re, Mercer, and Oliver Wyman, each mapping pains to your solution capabilities.
Discovery question guides for CIO/IT, data/AI leaders, and business unit leaders, reflecting Marsh’s large technology staff and AI agenda.
Objection‑handling sheets specific to regulated, risk‑sensitive clients (security, data residency, auditability).

10. Sales technology

Use your stack to manage a long, multi‑stakeholder pursuit.

CRM: Track Marsh as one global account with child accounts for each business/region; record stakeholders and influence maps.
Sales engagement: Sequence multi‑thread outreach and nurture (email, LinkedIn, events) targeting IT, data, and business leaders.
Intelligence tools: Monitor Marsh’s investor materials, news on AI/tech initiatives, and updates on branding or structural changes (e.g., new brand rollouts).

11. Messaging

Core narrative:

Context: “Marsh is unifying its brand and harmonizing technology to better connect risk, strategy, and people for clients globally.”
Problem: “Your experts and advisers still struggle with fragmented systems, manual processes, and siloed data across businesses and regions, which slows client service and innovation.”
Solution: “Our platform acts as a shared service that connects data and workflows across Marsh Risk, Marsh Re, Mercer, and Oliver Wyman, giving your teams governed access to the insights they need.”
Impact: “We help large global firms save thousands of expert hours, accelerate proposal and modeling cycles, and improve compliance audit readiness.”

12. Objection handling

“We already invested heavily in internal platforms and AI.”

Response: “We complement your existing AI and shared‑service investments by focusing on [specific gap], and we integrate with your current stack so your 5,000 technologists can extend value rather than rebuild it.”

“Security and compliance standards are extremely high.”

Response: “That’s why we built enterprise‑grade controls used by highly regulated financial and insurance organizations, with full auditability and data governance to satisfy risk and regulatory teams.”

“We need to see global scalability.”

Response: “Our architecture is designed for organizations with tens of thousands of users across >100 countries, similar to Marsh’s global footprint, and we can phase deployments by business and region.”

“This sounds like a point solution; we need platforms.”

Response: “We operate as a shared platform that multiple Marsh businesses can consume, aligning to your shared‑services strategy and cross‑business initiatives.”

13. Playbook #2: Compete

Use this when you are in a head‑to‑head competitive situation (e.g., with large cloud/SaaS platforms).

Differentiation pillars

Marsh‑specific alignment: direct mapping to Marsh’s brand unification, AI, and shared‑services agenda, not generic “digital transformation.”
Time‑to‑value: concrete pilot plans that show results in one Marsh business within a defined timeframe, with a clear path to cross‑business expansion.
Risk posture: emphasize your experience with regulated enterprises and your ability to work with Marsh’s risk functions.

Competitive landmines (use carefully and factually)

Complexity and implementation risk of large, monolithic alternatives in a multi‑business structure like Marsh’s.
Gaps in cross‑business workflow or analytics that your platform covers more naturally.

Offensive moves

Offer to co‑create a Marsh‑branded solution or template that can be reused across their clients, helping them differentiate with their own customers.

14. Classic play: pilot to global rollout

Identify a lighthouse BU and region (e.g., Marsh Risk EMEA).
Agree on 3–5 outcome metrics (e.g., reduction in time to prepare client risk reports, fewer manual steps in a key workflow).
Run a 8–12 week pilot with tight collaboration between your team and Marsh stakeholders.
Document impact and build a rollout roadmap that extends to Mercer, Marsh Re, or Oliver Wyman as appropriate.

15. Sales team structure

For Marsh‑scale accounts, treat it as a strategic global account.

Global account executive: owns overall relationship, executive mapping, and global strategy.
Regional/segment reps: focus on specific Marsh businesses or geographies (e.g., North America Mercer, EMEA Marsh Risk).
Solutions consultants: lead discovery, demos, and pilots with domain‑specific expertise (risk, HR, consulting workflows).
Customer success: align to long‑term adoption, value realization, and expansion across Marsh businesses.

This mirrors Marsh’s own distributed yet coordinated tech structure.

16. Sales collateral

Ensure collateral speaks directly to Marsh’s environment.

Executive one‑pager: Marsh‑tailored value story, mapping your platform to brand unification, AI, and shared services.
Use‑case briefs by business (Marsh Risk, Marsh Re, Mercer, Oliver Wyman) with specific measurable benefits.
Technical and security documentation to satisfy risk and compliance teams in insurance and financial services.
Case studies from similar global, regulated clients.

17. Best practices

Always speak Marsh’s language: risk, reinsurance and capital, people and investments, management consulting, confidence to thrive, perspective.
Treat Marsh as one global relationship with many buying centers and long‑term expansion potential.
Align roadmaps and pilots to their ongoing technology harmonization and shared‑services strategy.
Keep discovery focused on cross‑business challenges rather than isolated departmental issues.

18. Measure playbook impact

At the playbook level (not just deal level), track:

Growth in total MRSH pipeline and closed‑won ACV over time.
Increase in number of engaged Marsh businesses and regions.
Average stakeholder map depth and executive coverage for Marsh.
Win rate for Marsh opportunities versus global enterprise benchmarks.

Use these insights to refine targeting, messaging, and the pilot‑to‑rollout motion continuously.

Key decision makers in Marsh McLennan's IT and procurement teams

Marsh Org Chart - Executive Leadership

Marsh Org Chart for Executive Leadership

Key decision makers for technology and vendor decisions at Marsh are centered around MarshTech (the unified technology organization) and Global Sourcing & Procurement. Below are the most relevant named leaders and roles.

IT / Technology decision makers

Paul Beswick – SVP & Chief Information and Operations Officer (CIO/COO)

Senior Vice President and Chief Information and Operations Officer of Marsh, leading MarshTech and overseeing business and client services for the firm.
Heads a ~5,000‑person global technology organization (MarshTech) that unifies IT across Marsh’s four businesses and sets architecture, cloud, and AI strategy.
Primary executive sponsor for major enterprise technology platforms, cloud, AI, and shared‑services initiatives.

MarshTech leadership (architects, domain and platform heads)

MarshTech includes an enterprisewide architecture organization that defines standards and the base layers for applications and workloads across Marsh.
Cloud decisions are heavily influenced by leaders responsible for AWS (primary), plus Azure, Oracle Cloud Infrastructure, and Google Cloud Platform within MarshTech.
These leaders are key influencers for integration, security, and scalability reviews on any SaaS platform.

Business‑aligned technology leaders

Each of Marsh’s major businesses (risk/insurance services, reinsurance, Mercer, Oliver Wyman) has technology leaders aligned toMarshTech who participate in selection and rollout of platforms used within their segment.
These roles typically co‑own requirements and success criteria with the business, making them critical co‑sponsors on BU‑specific initiatives.

Procurement and vendor management decision makers

Laks Natarajan – Head of GBS & Chief Procurement Officer (CPO)

Head – Global Business Services (GBS) and Chief Procurement Officer, also responsible for Vendor Risk and Global Real Estate at Marsh McLennan.
Acts as enterprise CPO, leading global sourcing strategy, vendor risk management, and procurement governance across the company.
Executive‑level decision maker for large technology sourcing events, master agreements, and vendor‑risk decisions.

Global Sourcing & Procurement Operations

Gavin Pratt – Global Sourcing and Procurement Operations Manager

Leads data analytics and reporting for the Global Sourcing & Procurement function, covering procure‑to‑pay operations, e‑invoicing, spend analysis, supplier diversity, vendor management, and contract management systems.
Key operational stakeholder for enabling procurement tools, reporting, and adherence to sourcing processes on large vendor engagements.

IT Sourcing & Procurement (category leadership)

Marsh maintains a specialized IT sourcing/procurement capability within its global sourcing organization, historically led by executives with deep IT vendor‑management backgrounds.
These leaders structure RFPs, negotiate software and cloud contracts, and manage vendor lifecycles; they are pivotal in price, terms, and risk negotiations for SaaS deals.

How to use this in your sales motion

Treat Paul Beswick and MarshTech as the top of the IT decision pyramid for strategic platforms and cross‑business initiatives.
Engage business‑aligned tech leaders early for use‑case definition, then bring in MarshTech architecture and cloud leaders for technical validation.
Expect Laks Natarajan’s CPO organization and Global Sourcing & Procurement (including operations leaders like Gavin Pratt) to own RFP design, commercial terms, and vendor risk approvals on substantial SaaS contracts.

How Marsh McLennan sources new SaaS vendors

Marsh McLennan sources and onboards new SaaS vendors through a centralized, policy‑driven procurement, risk, and supplier‑management framework run by Global Sourcing & Procurement, with strict controls for third‑party risk, ESG, and “no‑PO‑no‑pay” purchasing.

1. Who runs the SaaS sourcing process

Global Sourcing & Procurement (GSP): Owns sourcing strategy, RFPs, contract negotiation, and vendor management for indirect spend, including software and technology.
Chief Procurement Officer & GBS: The CPO within Global Business Services oversees supplier strategy, vendor risk, and procurement operations globally.
IT / MarshTech: Marsh’s global technology organization (MarshTech) partners with GSP on technical evaluation, architecture fit, security, and integration for SaaS platforms.

2. Standard sourcing and P2P controls

Procure‑to‑pay (P2P) discipline: Marsh runs a mature global P2P function on Oracle ERP, processing billions in indirect spend and enforcing standardized purchasing workflows.
“No PO, No Pay”: Vendors must be set up and associated with an approved purchase order in Marsh’s systems; invoices without a PO are not paid.
Preferred vendors: Marsh actively drives spend consolidation; they track “spend with preferred vendors” and use catalog‑based purchasing wherever possible.

Implication: Any SaaS deal must go through formal sourcing and PO creation; ad‑hoc or “shadow IT” spend is structurally discouraged.

3. Supplier registration and onboarding

Supplier information and activation: Marsh’s supplier portal defines a “Supplier Activation Process” where the Supplier Maintenance Team collects mandatory information and completes set‑up before any transactions occur.
Documentation: New SaaS vendors are expected to provide tax and banking details, corporate information, and compliance attestations as part of activation and vendor master data set‑up.
Turnaround time: Marsh communicates a defined turnaround time for activation once all required information is submitted, indicating a standardized, ticket‑based process.

Implication: You must be ready with complete corporate and compliance documentation before contracting to avoid delays.

4. Third‑party risk and cybersecurity vetting

Third‑party / vendor cybersecurity: Marsh markets a Third‑Party/Vendor Cybersecurity Risk Management service to its own clients, which mirrors how it manages its internal vendors: inventory, risk tiering, baseline assessments, and continuous monitoring.
Due diligence phases: Their approach includes program design with procurement, cybersecurity, and risk management, followed by third‑party inventory and risk‑based assessment before onboarding.
Continuous monitoring: Once onboarded, vendors are subject to ongoing monitoring and risk review, reflecting Marsh’s focus on digital supply‑chain and third‑party cyber risk.

Implication: SaaS vendors must pass detailed security questionnaires, provide evidence of controls, and support ongoing security oversight.

5. ESG, supplier diversity, and conduct requirements

ESG‑linked sourcing: Marsh’s ESG reporting highlights that Supplier Diversity is integrated within Global Sourcing & Procurement, tying vendor choices to broader ESG objectives.
Sustainable procurement: Procurement is described as an “architect of the extended company,” aligning supplier choices with sustainability and circular‑economy goals.
Code of Conduct: Marsh’s Code of Conduct requires employees to follow formal approval and procurement procedures and hold suppliers to high ethical and compliance standards.

Implication: Expect questions on ESG posture, diversity, and ethics in RFPs; strong answers can be a differentiator.

6. High‑level SaaS sourcing flow (what you should expect)

For a new SaaS platform, a typical Marsh path is:

Internal sponsorship and intake

Business or IT sponsor raises a need; request is routed through MarshTech and GSP for validation and sourcing.

Category strategy and RFP/RFI

GSP defines sourcing strategy, may issue an RFI/RFP for SaaS solutions in that category, and involves MarshTech for technical requirements.

Evaluation and due diligence

Security, privacy, and risk assessments following Marsh’s third‑party vendor risk framework (tiering, questionnaires, evidence, and possibly external cyber ratings).
Fit to architecture, cloud strategy, and integration patterns is assessed by MarshTech.

Commercial negotiation and contract

GSP negotiates pricing, commercial terms, and SLAs; ESG and supplier‑diversity criteria may be part of evaluation.

Vendor activation and P2P set‑up

Supplier Maintenance Team sets up the vendor in the ERP/P2P platform, enabling PO creation and compliant invoicing (“no‑PO‑no‑pay”).

Ongoing performance and risk monitoring

Procurement and risk teams monitor vendor performance, third‑party risk metrics, and compliance against Marsh’s standards.

7. How to align your sales motion

Engage sourcing early: As soon as a Marsh sponsor is serious, expect Global Sourcing & Procurement and third‑party risk to be involved; be ready with security, ESG, and vendor‑risk packages.
Design for P2P reality: Structure deals to fit PO‑based purchasing, standardized invoicing, and preferred‑vendor strategies, rather than one‑off or fragmented buys.
Emphasize security and risk: Lead with your security certifications, architecture, and support for continuous risk monitoring to match Marsh’s own vendor‑risk mindset.

Recent tech RFPs or pilots at Marsh McLennan

Marsh McLennan does not publicly publish a list of live third‑party SaaS RFPs or pilots, but recent disclosures and tech press give a clear view of where they have been investing and running internal “RFP‑like” evaluations and pilots. Below are the most relevant recent initiatives you can anchor to.

1. Internal AI and data platforms (LenAI, Databricks core)

MarshTech built a core development and data/AI platform on Databricks, running on AWS and Azure, as the firm’s central environment for analytics, machine learning, and AI across all four businesses.
This platform is described as Marsh’s “crown jewel” for analytics and AI and was selected after internal evaluation of architectures and tools, effectively acting as a multi‑year internal RFP and standard‑setting process.
On top of this, Marsh developed LenAI, an internal generative AI assistant that lets employees query and analyze large datasets in natural language, including “micro LenAI” instances for specific knowledge bases.
These efforts indicate that any analytics or AI‑related SaaS will be evaluated for fit with the Databricks‑based core and LenAI ecosystem rather than as a standalone platform.

2. Mercer AI platforms and pilots

Mercer, Marsh’s HR and benefits consulting arm, launched AI‑driven Workforce Insights and Aida, an AI digital assistant embedded in its Talent All Access Portal (TAAP).
Workforce Insights uses AI and global benchmark data (100+ countries and 20,000+ organizations) to give HR leaders analytics on workforce and talent dynamics, which implies significant vendor selection and piloting around data, AI, and portal technologies.
Aida acts as an intelligent assistant within TAAP, surfacing benchmarking, salary trends, and compliance updates, suggesting Mercer piloted conversational AI and knowledge‑assistant technologies before scaling them globally.
Together, these launches show Marsh/Mercer are actively piloting and productizing AI tools that could either be homegrown or built in partnership with external SaaS/AI vendors.

3. Cross‑business digital and risk technology programs

Marsh announced creation of a Business and Client Services (BCS) division, consolidating technology, data, and operations under CIO/COO Paul Beswick to drive innovation and AI‑enabled solutions across the firm.
BCS is explicitly chartered to “establish a data and technology framework that leverages AI and other innovations to improve client outcomes,” implying ongoing evaluations and pilots in: client‑facing portals, data integration, workflow, and AI‑driven analytics.
Marsh’s 2024 annual report references proprietary innovations like Centrisk, an online platform that combines capabilities from multiple Marsh businesses to help clients manage supply‑chain risk.
Building and scaling platforms like Centrisk typically involves piloting external components (cloud, security, workflow, or data tools) alongside internal development, creating opportunities for new tech vendors that complement this stack.

4. Digital risk and IoT initiatives

At its Digital Summit 2025, Marsh highlighted AI and IoT technologies that connect people and assets to reduce risk, underlining active exploration of digital and sensor‑driven solutions for risk management.
Marsh’s risk‑analytics and technology pages emphasize “industry‑leading risk assessment tools, data, analytics, and technology,” signaling that they continue to evaluate and implement new digital risk solutions, often through pilot programs before full integration.
Their published thought leadership on third‑party cyber risk and digital supply‑chain risk also suggests they pilot and adopt tools for continuous vendor cyber‑risk monitoring and digital‑supply‑chain analytics.

5. Vendor‑facing technology and P2P optimization

Marsh ran a multi‑year procure‑to‑pay optimization program (described as achieving “net zero cost” P2P) using Oracle and e‑invoicing capabilities to streamline indirect procurement processes.
That P2P initiative entailed selection and implementation of e‑invoicing and procurement technology and likely involved pilots with technology providers before global rollout.
Their supplier portal and “Supplier Activation Process” reflect ongoing investment in supplier‑management and onboarding systems, another area where they may pilot enhancements or new SaaS modules.

6. What this means for your prospecting

While you will not find a public list of open tech RFPs, these patterns give you clear angles:

Target AI, analytics, and dev‑platform adjacencies: Anything that plugs into or extends Databricks, LenAI, or MarshTech’s core platform—and can be piloted quickly—fits their current trajectory.
Align with Mercer’s HR/AI roadmap: If your SaaS supports HR analytics, AI assistants, or content/knowledge surfacing, tie it explicitly to Workforce Insights/Aida‑style use cases.
Position as a pilot inside BCS: Pitch “quick pilots” that can run on top of their existing cloud and data stack (AWS/Azure + Databricks) and be evaluated by BCS and MarshTech for broader rollout.
Connect to risk and third‑party themes: Solutions that enhance cyber‑risk visibility, digital supply‑chain analytics, or third‑party risk monitoring align with Marsh’s own external offerings and internal risk posture.

In practice, you’ll need to uncover live RFPs or pilots via conversations with MarshTech leaders, BCS stakeholders, and Global Sourcing & Procurement, but using these named initiatives as reference points shows you understand where Marsh has recently been investing and experimenting.

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