Martin De Caneva Email & Phone Number

Guides and shapes the definition and progression of the technical deployment strategy and methodology across all territories.Collaborates with territories to integrate and implement technical solutions derived from the global key application landscape.Facilitates collaboration among technical teams to ensure the smooth deployment of novel solutions, harmonizing them with existing global landscape solutions.Collaborates with business transformation to comprehend business needs and facilitates the integration of technology to meet those requirements.Facilitates the deployment process to foster alignment and address territorial gaps through comprehensive analysis, design, and governance in accordance with global standards.Assists territories in understanding the alignment of end-to-end processes with key applications and integrated solutions.

Leads the definition and evolution of the EMFI SAP deployment strategy, approach, methodology, priorities - that will underpin the SAP elements of each territory deployment project.

London, England, United Kingdom

Working with the PwC SAP S/4HANA implementation programmed across five territories and leading on global applications with respect to cutover planning, onboarding of new applications, system integration testing and hyper-care. Responsibilities include:• Planning and execution of the implementation of new applications into a complex global integrated solution• Proactively manage the communication and delivery of solution teams with territory stakeholders and programme leads• Issue mitigation and escalation to global leadership throughout phase, including global application and transformation leaders

London, England, United Kingdom

Assessed and advised on digital transformation and operational efficiency initiatives to support strategic requirements such as audit transformation and the firm wide transformation programme. This includes defining business requirements, designing processes and working with technology specialists and external vendors to identify solutions and new technology.Key projects include:• Headcount Tracker – sponsored by the firm’s transformation strategy for the development and delivery of the UK headcount forecasting tool. Responsible for leading stakeholder management with line of service leaders, taking business requirements to the development team and ensuring compliance is met for process, data and technology. Process refinement and introduction of a new tool enabled automation and removal of 50% of the process steps• Resourcing Dashboards – created centralised data management and dashboards introducing 65% efficiency saving• Demand Tracker and Opportunities Board – Led on the development and delivery of digital tools supporting demand management across multiple lines of service providing transparency to PwC employees, improving data quality and automating resourcing processes

London

Leading the transformation programme in the Resource Management function to drive operational efficiency and creating a technology enabled environment.• Initiatives included data quality improvement and dashboard development, creation of digital tools and RPA’s and process reengineering• Projects involved analysis, design, development and implementation of bespoke and third-party products, supported by change management on delivery

London

Development of a new deliver centre, the Centre of Resourcing Expertise (CoRE), established to support the strategic transformation direction of the firm in utilising alternative delivery models. Leading on transformation projects streamlining a range of shared activities into a central team and standardising the resource management service delivery to PwC nationally.• Develop management information creating transparency around firm wide activities, the efficiencies achieved in transformation, and the service cost to the firm.• Provide statistical analysis, connecting multiple data sources to drive change around process and behaviours.• 90% time savings made on national initiatives through process improvement and automation.• Promote the function of the CoRE to key stakeholders with a focus on quality, service delivery and best practice. • Manage the phased transition of work into the CoRE, forecasting demand and modelling headcount requirements to meet service level agreements.• Lead the operations of the CoRE team of 5 at manager grade and below and ensure optimal delivery of services is met.

London, United Kingdom

Managed the resourcing function for the Banking and Capital Markets division with over 650 client facing staff and a diverse range of services. Led a team of 2 managers and 5 staff in the overall resource management strategy and day-to-day issues.• Conducted data modelling for business leaders using people and resourcing information to identify trends across recruitment, attrition, and impacts of change programs in the business.• Provided data analysis critical in creating strategies to overcome obstacles such as skills gaps, periods of under utilisation or overstaffing.• Directed the recruitment and international mobility in and out of the division.• Successfully incorporated the newly created people development strategy into the annual resource planning process while linking in the wider audit transformation agenda for the PwC Assurance division. This involved influencing and obtaining buy in from the business unit leaders and key partners to adopt new processes and resource management philosophy.• Led the short term and long term workforce planning providing input into budgets and forecasts with revenue targets of over £120m.• Mobilised 15% of the business unit’s workforce to manage excess headcount issues arising from a large drop in attrition. This was achieved through managing networking connections in PwC locally and globally and creating clarity around opportunities for individuals in other areas of the business. This improved the business unit’s utilisation to match targets and addressed the people agenda through talent management.

Reporting directly to the CEO and interacting with client directors in a project management consultancy company. Management of 60 internal resources, overseeing project performance across the business and providing strategic analysis of management information to the senior management team. Managing a network of over 100 contractors from sourcing and interviewing candidates, controlling all internal communication to determining compensation based on budgeting and project analysis.

Worked with key stakeholders in the Financial Services Business Advisory Unit dealing with financial performance and analysis, process improvement, revenue and profitability forecasts, budgeting and workforce planning. Worked with HR in relation to all people issues including compensation and entitlements, redundancies and performance management. Managing a team of two and working with internal clients to drive business initiative. Coordinated resources across the firm nationally and internationally.

Managed utilisation and resource supply and demand for various auditing groups, provided analysis on finance and performance data and implemented process improvement across the firm nationally. Coordinated resourcing function nationally, determining FTE requirements inline with business strategy and developed best practice with the international EY community. Led the system upgrade of the resource management tool Retain.

Reported and analysed current and past performance for a call centre, providing staffing schedules and possible solutions to resource issues, while creating best working practices.

Nanodegree, Business Analytics

Data Wrangling Data Tools and Visualizations Data Insights

Bachelor Of Business - Applied Economics, Economics And Marketing

1996 Certificate of Excellence in Microeconomic Analysis 1996 Certificate of Excellence in Macroeconomic Analysis 1996 Certificate.

Certificate, Leading Safe Course (6.0)