Successfully led European business integration programme to implement One Suntory ways of working across Europe focusing on commercial excellence, must win brand battles, supply chain transformation & efficient organisation and processes. Programme led to benefits in excess of 200M EUR;Established Transformation Network Leadership Team, with country & functional transformation directors working together to deliver One Suntory ways of working programme;Defined project & change management framework, branded Accelerate, to enable organisation transformation muscle and deliver change at scale with adequate levels of governance and compliance;Established Source to Pay project with 25M savings identified in indirect procurement. Project included creation of an internal indirect procurement CoE, set up of an external 3rd party for procurement operations & implementation of COUPA as a technology platform.

Implemented portfolio management framework to optimise innovation & demand management, programme & project execution and ensuring adequate prioritisation and centralised project budget;Enabled establishment of 3 delivery centres in UK, India & Poland for IT project execution by ensuring adequate demand management and allocation of project to right delivery centre based on skill & resource availability;Chaired Portfolio Management Review to review project demand and release of funding in close collaboration with functional directors, delivery centres, architecture & security teams;Defined project execution model across all transformation projects with standard set of tools & templates to optimise efficiency and control on project delivery as well as speed of execution;Creation of monthly reports for Senior Executives re portfolio KPI’s, financials, status & critical risk areas.

Led the development of Reckitt Global Business Services strategy across Finance, Procurement & HR functions from concept to approval at senior exec level. Strategy included definition of value case, functional scope & location strategy which led to identify value opportunity of approx. GBP 50M;Led RfP (Request for Proposal) to identify a global outsourcing partner for Finance, Procurement & HR;Led team responsible to develop the Global Business Services operating model in close collaborations with the Global Process Owners – this included development of process taxonomy, in/out matrix, standard operating procedures & service management framework (inc SLA’s & KPI’s);Defined and established programme team and recruited critical roles for programme leadership team;Developed programme methodology and toolkit to drive global implementation of the shared services model.

Led implementation of strategic restructuring projects to establish a principal company model. This included the creation of a regional HQ in Amsterdam and defining new processes within supply chain, procurement, finance;Responsible for change management and communications across multiple countries in Europe & North America;Worked closely with country teams during “Fit & Change” assessments to ensure local legal requirements were considered and new ways of working were fit for purpose with adequate change governance in place;Senior stakeholder management and regular programme report & risk management.

Developed new operating model for finance processes, particularly Purchase to Pay and Master Data;Managed migration of Purchase to Pay & Master Data processes to offshore Business Services centres;Change lead responsible to drive strategic change with new operating model across Europe & North America.

Implementation of Finance Operating Model for Business Services with centers in India, Philippines & Romania;Assessment of as-is processes for a major CPG organization across Accounts Payable and General Ledger; Identified pain points and created action plan to improve operations through process re-engineering and implementation of new systems (ie Ariba & Concur).Business Process Mapping & TOM Design:Global Manufacturing Firm -  worked on a consolidation project of finance back office functions from 8 major European countries into a Shared Service Center in Eastern Europe. Responsible for designing future operating model, documentation of process swim lanes and desktop procedures and migration of Accounts Payable and General Ledger processes. After migration responsible for implementing SLA’s and KPI’s reporting framework to monitor performance.

Finance Transformation:Global Music Firm –  worked on the implementation of a major finance transformation project. With over 300 FTEs in scope was responsible for transitioning F&A processes from Iberia and Italy local offices to offshore locations. Overall responsibility over main streams of the project including external and internal communications, training and implementation of new tools, particularly scanning workflow and reconciliations system. The project allowed for savings of 40% of the baseline cost  with an achieved efficiency of 25%  over the term of the deal. Transition Planning:Global Travel Firm -  This organisation was facing serious issues and cost pressures due to the specifics of the industry. Their goal was to identify potential cost savings in their back office functions. By analysing their process efficiency I was able to identify improvement opportunities. I was responsible for project managing the overall study and after wards to run a RFP in order to identify  an outsourcing partner to run their F&A processes.  We defined their F&A future operating model including onshore-offshore presence and worked closely with the service provider to define the solution whilst ensuring the client requirements were achieved. Sales and business development:Developed sales proposals, case studies and marketing materials;Development of Intranet/ SharePoint webpage including Alsbridge methodology, key tools and client deliverablesDeveloped different articles in industry hot topics such as: “Procurement Outsourcing – What is the value proposition?” (Sep 09);“BPO Attrition: The challenge of the year!” (Jul 08);“High Inflation Rates and Wage Increase: Is this the end of nearshoring in Eastern Europe?”(Jun 08); “Offshoring the Offshored” (Published in Outsourcinleadership.com - Apr 08).

Key Projects:Responsible for feasibility study and business case development for a global finance transformation project of a leading manufacturing company. Final presentation to global CFO resulted in the win of EUR 10M+ deal;Managed transition of Finance & Accounting outsourcing deal for leading manufacturing company. Project was Infosys BPO’s major European F&A operations engagement (100+ Full Time Equivalent);Developed management reporting dashboard on Operational Performance and Service Levels.Transition Management: Successfully migrated Accounts Payable and General Ledger processes from multiple European countries;Support legal & contractual work by developing key schedules as part of the statements of work within master service agreement, particularly transition approach & plan and service level agreements & process scope;Responsible for offshore delivery centre resource availability & infrastructure readiness as per transition plan;Supported operation teams into steady-state, establishing reporting and continuous improvement process.Outsourcing Assessment:Analyzed “As-Is” operating model including scope, skill/ profile levels, volumes, SLA’s and KPI’s;Identified critical roles to be retained and developed onsite-offshore FTE matrix;Defined “To-Be” operating model including process mapping, organization structure & service management;Built transition plan inc. milestones & deliverables, resource requirements and ramp-up/ ramp-down plan.

Support start up company whose mission is to offer tourism and entertainment services through the integration of new technologies in the new global market;Created and developed innovative products in the tourism and entertainment sector;Research and analysis of new markets and creation of business plan;Accomplished successful planning and execution of Total Fun biggest project - 5000 customers.