Shared Services

Led projects and provided strategic advice that transformed business operations and created new services. • Advised on the design, set-up, and location of a shared services operation in APAC for a UK-based multi-national company. • Led development of job hunting services for a start-up serving those seeking high-level roles in shared services / GBS.• Coached and mentored functional leaders in shared services to develop skills in people management, business acumen, stakeholder management, digitalization, and process improvement.

As head of Baxter Business Services I led the implementation of a large-scale Finance transformation project. Responsible for service delivery of 400+ staff in credit-to-collections (C2C) and procure-to-pay (P2P) processes and oversight of 350+ staff in account-to-report (A2R), financial planning & analysis (FP&A), and other finance functions for the company worldwide.• Successfully migrated work of 700+ staff from plants and commercial offices to centers in San Jose, Costa Rica; Warsaw, Poland; and Kuala Lumpur, Malaysia.• Hired, trained and developed leadership teams. • Implemented new technology to digitize P2P and C2C processes.• Provided oversight of BPO provider (Genpact).• Set and meet key performance indicators (KPIs) to ensure high quality support services.

Alcority provides shared business services to a portfolio of private investment companies across a variety of industries. Services cover the following areas: finance & accounting, HR, technology, real estate & facilities management, insurance risk management, and project management.Responsible for:• Collaborating with Global Process Owners to design and implement service delivery framework.• Transitioning processes to service delivery centers.• Attracting, hiring, and managing talented service delivery team members.• Providing prescribed services in accordance with service level agreements.• Creating a culture of Continuous Improvement to increase portfolio value.

Served as the COO for Odfjell Drilling Philippines, which offers the following GBS services on a fee-for-service basis to the Norway-based Odfjell Drilling group: finance, supply chain, procurement, human resources, IT, QHSE, and technical engineering services.• Led a project to transform business operations by designing and implementing a GBS model.• Engaged with stakeholders across the company to identify and migrate work to shared service center.• Oversaw delivery of high quality services to all business units (Mobile Offshore Drilling Units, Drilling Technology, Platform Drilling, and Well Services). Oversaw staff of 100.• Improved processes and systems, led digitization efforts.• Supported RPA efforts in human resources and finance.

Engaged stakeholders across all functions and company business units to build and grow a 1,700-person global shared service organization with the following processes/activities: Record to Report, Procure to Pay, Hire to Retire, Order to Cash, T&E (Concur), financial planning, master data, tax, supply chain, payroll, commercial, customer support, and technical support. Oversaw shared service location strategy. • Oversaw a team that transitioned 700 FTEs into 4 global shared service locations and a BPO.• Contributed to strategy for robotic process automation (RPA) and interfaced between functional leadership and global process owners. Total deployed bots: 100+ • Worked with regional, global and functional stakeholders to establish or expand GSS sites in Wroclaw, Poland; Kuala Lumpur, Malaysia; San Antonio, TX; and Santiago, Chile.• Served as the GSS representative in planning sessions for the combination with C.R. Bard, which increased the size of Becton Dickinson by 25% in January 2018.

Led the planning and implementation of a GBS model and operated a diverse set of shared services for United States government agencies through the Program Support Center (PSC), a component of the U.S. Department of Health & Human Services (HHS). Supervised six senior executives and oversaw a staff of more than 3,000 with a budget of $700M. • Managed and expanded ongoing operations while reducing cost and improving the delivery of critical support activities, including: accounting, financial reporting, financial ERP system (Oracle), accounts payable, debt collection, human resources systems (PeopleSoft), payroll, procurement, vendor governance, contract management, information technology, travel & expense (Concur), occupational health, logistics, call center, and security.• Determined the best model (outsourced vs. in-house) and managed service delivery for each activity. • Brought several major activities into the shared service operation, including: information technology service delivery for 10,000 users; oversight of 53 million sq ft of real estate (in over 3,000 locations); facilities management for 1.8 million square feet of space.• Planned and executed project to combine seventeen PSC offices to two, reducing PSC’s office footprint from 200K sq ft to 150K sq ft and avoiding $2.7M of cost per year. Conducted nationwide site search and established center in Salt Lake City, UT.

Led a diverse 75+ member project team with a budget of $16M in support of the Information Operations section of the Multi-National Corps-Iraq.

Oversaw the execution of the International Broadcasting Bureau's support mission in a "Chief Operating Officer" type role. Supervised three executives (Directors of Engineering, Management, and Program Review) as well as the Directors for Policy, Civil Rights, Executive Secretariat and the Ombudsman. Responsible for administering a staff of over 1,000 and budget of $260 million that supported U.S. broadcasting entities such as Voice of America and Cuban Broadcasting.

Integrated two international broadcasting organizations and reorganized the agency, combining 1,200 person VOA and 180 person WORLDNET television unit. Designed new organizational structure, developed communications and implementation plan, and redesigned processes in order to create an integrated, more efficient multi-media organization.

Successfully advanced from entry-level Staff position to Senior Manager. Had various client-facing roles, was assigned to a two-year internal re-engineering project, and led a quality management system.