Christopher Rhoades Email & Phone Number

London, England, Gb

London, England, Gb

London, England, Gb

Brentford, Middlesex, Gb

• In an HR Transformation, designed the HR GPO organisation and defined GPO roles (partnerships with CoEs and Business-Aligned HR), and deployed a new process and systems governance model• Created the roadmap and implemented changes to global HR processes to increase ease of use and automation, using Workday and ServiceNow integrations which focused on promoting self-service• Led the HR Process and Systems workstream for “Separation” (spin-off of GSK’s consumer business) as well as for all recent MA&D activities• Defined four-year roadmap for getting to a top tier People Services organisation, including create a crowd-sourced Vision, business objectives and related lead and lag KPIs (focused on VOC, SLA adherence, financial improvements, controls and employee engagement/retention)• Brought an understanding of the combination of Agile and data-driven decision making to define priorities for both process and system as well as service delivery in People Services and wider HR• Drove Continuous Improvement post-transformation – moving from an MVP to a more customer-focused service delivery and process/tech approach (e.g. early adopter of Workday Journeys)• Oversaw definition of new Payroll Target Operating Model and project approval to transform• Led process and system changes to allow for Self-ID, supporting the DE&I agenda

Brentford, Middlesex, Gb

• Defined and refined P2P Target Operating Model, including location strategy, policy, KPIs, controls, process and tech• Centralised P2P service delivery for smaller markets into language-defined Hubs/Spokes• Led approach for the GSK “Making It Easier” (simplify procurement processes for employees)• Defined processes and delivery approach for Ariba Guided Buying• Defined and executed “glide path” to reduce Cost to Serve with BPO by increasing automation (RPA, SAP improvements, increasing eInvoicing and OCR, and other insights from Celonis process mining)• Led approach definition and execution for payables cashflow improvement

Brentford, Middlesex, Gb

- Led requirements gathering for P2P stream in worldwide deployment, including China, India, Mexico, Brazil (including NF-e assessment), US (including Vertex implementation)- Designed P2P process for Trading Partner invoicing model (triangular invoicing)- Drove requirements definition and ROI calculation for all P2P SAP template changes, including two phases of process efficiency/usability projects. This delivered: first FIORI apps at GSK, upgrade to SRM “New User Interface”, Workday interfaces, deployment of Supplier Lifecycle Collaboration, P-Card implementation, Concur implementation; and large improvements to Contract Lifecycle Management, VIM, system controls, etc.- Led approach definition and requirements gathering for multiple countries where Manufacturing coexisted in the same entity with Commercial, to deploy SAP to Commercial and either integrate manufacturing financials into SAP or leave financials in legacy.- Led P2P stream for SAP modules Global Trade Spend and Process Controls- Heavily contributed to: Headcount Redefinition, Target Operating Model, Sunshine Act (US Healthcare Professional disclosure), End to End process mapping (all finance and logistics processes)

Burbank, Ca, Us

- Managing all areas of GL and Logistics for EMEA, including EMEA-based projects, global initiatives from the head office, and process improvements; working with Finance, Accounting, and Operations to maximize SAP use-Led Technology and Compliance work-streams for Procurement Transformation – integrating a third party to source all items >$10K, with a five year predicted savings of $230MM. Also heavily contributed to the process redesign, closed-loop/value tracking, and change management work-streams.- Leading EMEA P-Card implementation (five additional territories post UK roll-out), driving low-value procurement to an easier channel for operations groups (60% of transactional volume; 4% of spend)- Leading SAP implementation in Poland & Turkey (RFP, Blueprint, Realization), deploying full functionality in compliance with USGAAP and Polish/Turkish statutory requirements. Also acting as revenue integration lead for licensee to vertical business model change- Controlling international budget for all system enhancements- Implementing T&E receipt and AP invoice scanning across EMEA in line with EU law- Overseeing EMEA effort to change foreign currency revaluation - Responsible for: FI-GL/AP/AR/AA, MM-PUR/LIV, HR-TE, Security

Burbank, Ca, Us

- Led SAP's SRM 7.0 enterprise upgrade functional work-stream to utilize further functionality and better suit business needs, focused on efficiency and policy compliance- Led UK P-Card implementation, including process mapping, governance and audit definition, policy changes, and senior stakeholder change management- Led AR eBilling proof of concept initiative in EMEA, including promoting invoice consolidation, definition of business rules, and compliance with EU legislation- Led EMEA requirements gathering for Shared Services Vendor Self-Registration Portal- Oversaw Procure to Pay (PTP), T&E and other processes transitioning to IT Helpdesk for first-line support- Defined Int'l requirement for PTP internal policies and processes review- Implemented 17 new legal entities across EMEA and refined accompanying processes, including governance processes and successful partnering with outsourced IT group- Worked to refine Russian AR, PTP, and T&E processes- Led seven legal entity merge projects and transitioned two additional legal entities to Disney's Shared Services organization- Was PTP lead for all Int'l territories, acting as single point of contact for US teams

Burbank, Ca, Us

- Part of the first round of SS&P's Top Talent program- Project-managed upgrade to Vertex O series (tax software used by SAP) and other system changes to increase accuracy in use tax calculations by 85%- Led PTP work-streams on all new legal entity implementations and reorganizations, both domestically and internationally- Gatekeeper for all PTP-related corporate governance, including MM-IM/WM- Consulted on changes to SOX and internal controls regarding PTP- Finance team member for new company code implementation process/roles definition- Consulted with individual business units on developing process efficiencies for specific areas needing improvement- Developed requirements, built business case, and prioritized enterprise system changes- Led PTP Reporting initiative, developing fifteen custom reports for TWDC- Acted as Process and Change Management lead for eInvoicing project

Burbank, California, Us

- Segment leader for all Enterprise Procure to Pay (PTP) Forums and Projects - Owned relationship between Accounts Payable Shared Services, Strategic Sourcing & Procurement, IT, and segment users- Supported one hundred Super Users (via a monthly call and communications) as well as 3600 Buyers across seventy locations both domestic and international- Consulted with business to increase efficiencies, develop and promote best practices- Trained over two hundred courses, power hours, and workshops