Shared Services Leaders agenda March 2015 FINAL

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The Shared Services Leaders’ Summit

The 3 developments that will change your shared services world

CONFERENCE

10th-12th March 2015 The Hotel Russell, London, UK

Key Sponsors

Join EDF, DSM, Unisys, Eaton, Arla Foods, NSG, Air Products, EMC, and more!

Tuesday 10th March

Wednesday 11th March

Thursday 12th March

Learning Labs

Conference Day One

Conference Day Two

Platinum Sponsor

The must-attend event for leaders to take their shared services to the next level

+44 203 751 2321 www.sharedserviceslink.com [email protected]© sharedserviceslink.com Ltd 2015. No copy or visual can be used in part, as a phrase or in whole without the written permission of sharedserviceslink.com Ltd. The concept of this product belongs to sharedserviceslink.com Ltd and cannot be re-created by a third party for the purpose of an event, article, report or any other written product, without written consent made available by sharedserviceslink.com Ltd.

Dear Colleague,

Your customers are used to the heady days when shared services were delivering double digit savings every year. With the big milestone changes like centralisation

and first phase standardisation came mega savings – 40 percent, sometimes 50 percent gains.

And with off-shoring and automation came further savings. Then came the time of the ‘incremental’. The single digit savings have been haunting many shared services for years.

Not anymore.

Three exciting developments have ignited our world, and it’s our duty to explore these developments further, and to move back into the world of double digit savings.

And there’s more. As we all know, shared services has not just been about cost for a good seven or so years. Service excellence sits at the core of any shared services professional’s goal.

These three developments that will move you back into double digit savings are based on developments that will provide your customers with a richer, more complete and game-changing experience.

The three developments are:

Global Process OwnershipGlobal Business ServicesAnalytics in Finance and non-Finance areas

I invite you to our annual Leaders’ Summit in March, London. This event is designed to examine these three developments, and to see how you, a shared services professional looking to drive change in your business, can apply any of these successfully to your business.

If you are set on delivering double digit savings back to the business, and zeroing in on service excellence, this event is perfect for you.

I look forward to seeing you and your team in March.

Until then!

Susie WestCEO, sharedserviceslink and Chair of Shared Services Leaders’ Summit

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Look at the Learning Labs and pick the ones best for you

Brace yourself for the best conference you will have ever attended

What do you need to do?

Register today by calling +44 203 751 2321 or emailing [email protected]

Decide who will be joining you (you will want coverage at all streams)

Take a look at the programme

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Learning labs are your opportunity to drill down into technical detail, so you can become a master in applying a particular method. They are consultative sessions designed to identify your pain points and help you map out and apply solutions.

Learning Labs

9:00 – 11:30 How to take reconciliations from transactional to transformationalEvery company needs to close the books, every month, every quarter, every year. But do you still rely on spreadsheets in reconciliations? Manual processes in the Record-to-Report process and reliance on spreadsheets means that you may make it through the month...but are you adding value to the business? Improvements in R2R processes and technology have led some companies to provide increased visibility and business intelligence. Learn how to get the most out of your RTR process by getting rid of transactional-heavy spreadsheets and implementing a holistic approach, with the result being the addition of real value to the business.Lab facilitator: TRINTECH

11:45 – 14:45 Finding the right balance between operational and strategic P2P process ownershipAs the role of the P2P process owner matures, many organisations are trying to find the right balance between functional and process owner roles and responsibilities. How strategic should their process owners be, and to what extent are they still operational? What is the relationship between functional lead and process owner? Striking the right mix of strategic thinking with operational know-how can make for a powerful process owner. In this session we will query: • How and why are process owners become increasingly

strategic?• To what extent do P2P process owners need to be involved

in operations?• What role does technology play in a value-add P2P?

This lab examines the differences between functional focus and process focus, and how the responsibilities are best delineated.Lab facilitators: TRADESHIFT

15:00-17:30 Transform your Procure-to-Pay world through enabling technologyShared services are increasingly recognising that while the savings that come from e-invoicing are significant, the real value in automating your invoice processes is that it can enable huge gains through the use of real-time, line level analytics to transform your procure-to-pay process. When automation and analytics are combined with successful supplier engagement and management, you can radically improve the performance and reputation of your P2P department. In this session, work in groups and with the facilitator to build a roadmap to take your P2P processes to the next level. Lab facilitator: TUNGSTEN

9:00 – 11:30 How to turn Procure-to-Pay into a power houseAutomation and optimisation of the P2P process has long been the goal of many a shared service centre, promising better distribution of resources, quicker invoice processing and improvement match rate. What are the options available to shared service centres if they are wanting to evolve their P2P process from a service to a value-adding contributor to a business’s profit. Learn how to effectively nurture positive relationships with your supplier and gain access to working capital so that you too can make P2P a power house.Lab facilitator: PERCEPTIVE SOFTWARE

11:45 – 14:45 How to create a scalable strategy to take your shared services globalScalability is often the raison d’être of a Global Business Services organisation. Businesses move fast, and your shared services organisation needs to be able to keep up. In this workshop, learn about the key elements it takes to make your shared services organisation scalable, and explore whether the Global Business Services model is right for you. Dive into topics such as outsourcing strategies, IT requirements, and how to incorporate business needs into your long term objectives.Attend this session and you will learn: • ThenuancesofGBSandwhetherone-size-fits-all• How to build scalability through standardisation and

centralisation• How outsourcing can be complementary to a global shared

services strategy

Lab facilitator: ISG

15:00-17:30 Enhanced financial controls and automation for ‘Modern Finance’Despite the maturity of ERP solutions, finance teams often still try to fix functionality problems in core financial processes with laborious manual activities. Join this lab to learn how to achieve a modern finance function, dedicated to operational efficiency, productivity, collaboration and control. This lab will highlight areas within finance that continue to challenge executives:• Intercompany Clearinghouse – how to manage this process

in an Intercompany Hub• Reconciliation Management – how to think outside the box

and get creative with a reconciliation tool• Controls Assurance – multiple regulatory requirements

managed in a single platformLab facilitator: BLACKLINE

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Tuesday, 10th March 2015


Wednesday, 11th March 2015Conference Day One

8:15 Registration

9:00 How the 3 developments in shared services are changing the whole corporate world

This opening address looks at the onset and evolution of Global Business Services, Global Process Ownership, and Analytics, and their impact on shared services performance. Drawing on benchmarking data, this session will examine the radically positive effects on service and savings.Susie West CEO SHAREDSERVICESLINK

10:00 One year on: Lessons learnt and applied from last year’s summit

After returning from our Leaders in Shared Services Summit last year, Cheryl Chambers was inspired to completely restructure their shared services framework and governance. Her attendance at the conference was pivotal in acquiring knowledge and experiences from both peers and conference participants, and helped initiate a period of rapid transformation aimed at developing their human capital. Join Cheryl as she explores the difference one year makes and how to get the most out of this year’s conference.Cheryl Chambers Head of Business Service Centre GLOUCESTERSHIRE COUNTY COUNCIL

10:45 Morning coffee break

Stream Sessions

Global Process Owners

Global Business Services Analytics

Stream Chair :Ruud van HiltenSVP Commercial Operations EMEA / APACTUNGSTEN NETWORK

Stream Chair : Frank Wolfsteiner Partner Northern Europe ISG

Stream Chair :Leo CurranSVP / Head of UK / EuropeEXL SERVICE

11:30End-to-end process ownership – why some large companies aren’t doing it, but really shouldOne key component of GPO is to have end-to-end ownership. For finance processes, this means owning all of purchase-to-pay, not just AP. Many large scale companies struggle with true end-to-end ownership because of their scale. What can large organisation do about this? In this panel session, esteemed speakers from Deutsche Telekom and Intertek will share their experience in building end-to-end process ownership globally, how these models differ from company to company, and why you should seriously consider them.Babak Ghasemi SVP AP DEUTSCHE TELEKOMIan Bragger Global Process Owner – O2CINTERTEK

11.30 How the right operating model can ensure GBS successEven after successfully centralising and standardising both traditional and non-traditional functions in their Shared Service Centre, EMC continues to lead the way and strive for improvement. EMC’s exemplary Centre of Excellence ensures that the GBS is viewed as a solutions provider by the business, capable of providing outstanding services which make them indispensable. In this insightful session, learn how EMC continue to lead the way in shared services and what the future holds for their GBS model.Conor O’Geran Director, GBS EMEA & APJ Finance Theatre LeadEMC INFORMATION SYSTEMS INTERNATIONAL

11:30 How thinking globally resulted in meaningful analyticsFor British American Tobacco, the Global Business Services model means one thing above all; it means that they think globally. BAT have leveraged their GBS structure to interpret their data in a global sense - resulting in faster and easier decision-making, and increased productivity. With the introduction of a single instance of ERP, BAT no longer have to ‘translate’ data in order to compare one region to the next. In this session Rodrigo Barboza explains how their GBS model has resulted in a global and meaningful analytics programme.Rodrigo Barboza GPO P2PBRITISH AMERICAN TOBACCO


13.30 How to avoid one of shared services’ biggest blunders by using a GPO frameworkThere is a movement underway globally. Nearly all the world’s 7,000 shared services organisations are standardising processes. This harmonisation of processes can be a real battle if your company looks at business ‘functionally’… and most businesses still do. This session will examine how DSM implemented its GPO framework so that its GPOs were not just protective of the process, but truly accountable for it. Today this framework means process owners now consider the impact that their transformations have on other end-to-end processes. Join Devi Kencki as we explore:• The nuances to a GPO framework• What you don’t expect to find in the

GPO remit• How to prevent misalignment

between functions

Devi Kencki Project Manager Global Transformation DSM

13.30 How to elegantly roll out an ERP globally with The Agile Methodology With any global ERP roll-out you have challenges, namely harmonising the process across multiple business units in multiple destinations around the world. Using the Agile Methodology, Akzo Nobel is in the process of rolling out a global SAP system for their Financial Supply Chain Management function with great success. Learn how this new approach to global roll-out has achieved buy-in and visibility from the get go, resulting in immediate feedback and allowing an agile and dynamic response. In this session Michael Van der Steen will discuss:• Why Akzo Nobel chose the ‘Agile

Methodology’ over more traditional strategies of global process implementation

• How the agile methodology has resulted in visibility on a global scale

• How user-acceptance testing was vital to ensure buy-in at all levels

Michael Van Der Steen Global Process Owner O2C AKZO NOBEL

13:30 How to win over hearts and minds with an analytics implementationYou may know the value that analytics can bring your organisation, but how can you get others excited about analytics? By winning over hearts and minds through easy and measurable ‘wins’ Network Rail have managed to secure investment for a truly data-driven approach to decision-making. Steven Welsh has overseen two analytics implementations to their back-office; resulting in the freeing up of time for shared services professionals and a greater value for analytics realised by the business. Drawing from his experience Steven will share:• How Network Rail won over

hearts and minds for an analytics programme

• How organised talent and skillsets makes for a robust analytics team

• Where ‘structured continuous improvement’ can be used as a diagnostic tool

Steven Welsh Head of Finance Shared Services NETWORK RAIL

14.15 Key questions all GPOs should ask themselvesA few years ago some GPOs began aspiring to do more than just build efficiencies in their process; they sought to provide added value to their organisation, and stressed the importance of building inter-department links to align functions. Today these aspirations have become expectations, and as the role, remit, and responsibilities of the GPO continue to evolve, so do the indicators of high performance. So how do we measure the performance of a GPO? What does it mean for a GPO to add value beyond cost savings? And how can GPOs continue to support revenue growth, while remaining committed to their other core deliverables? Join Ian Chambers as he explores the key questions GPOs need to ask themselves to be truly effective.Ian ChambersGlobal Process Owner for Credit & Collections UNISYS

14.15 Global Business Services and how it affects our robotics strategyRobotics are changing service-desk performance. This session looks at how cutting-edge GBS organisations are using robotics to manage voice-activity for many common voice-transactions, and examines the user experience and business consequence of bringing robotics into a GBS, rather than a shared services, world.

14:15 How HR analytics resulted in measurable cost-savings and a recruitment process multiple times more effectiveBAE Systems Inc.’s application of analytics to HR shared services has truly revolutionised their customer relationships. Through introducing a ‘tier system’ for all HR services, BAE Systems Inc. is now able to match a customer query with the appropriate information or knowledge required to solve the problem. This has quickly become a diagnostic tool in itself; supported with multiple TV screens and advanced technology in centres to assess the number of queries, where they are originating from, and category management to enable rapid response to common issues as they develop. John Hovell explains how a series of connected improvements resulted in:• How Network Rail won over A

recruitment process multiple times more cost-effective per capita

• Reporting response times reduced from multiple months to multiple seconds

• Highly actionable insights focused on improving customer satisfaction

John Hovell Head of Organisational Development BAE SYSTEMS INC.

12:15 Lunch


Conference Day One

15:00 Afternoon break

15:30 Leadership and career-pathing in shared services and GBS

Research has proven time and time again that attracting and retaining the best employees is one of the top factors contributing to shared services organisation success. Whether shared services is positioned as a tactic for greater operational effectiveness, or a strategy to transform the organisation, the capability and leadership acumen of leaders is critical to success. Join Deborah Kops of Sourcing Change as she delves into the important topic of career-pathing, and prompts the audience to question whether:• A senior shared services role may be positioned as a steppingstone to the C-Suite

• It’s possible to stay too long in the role

• Shared services leaders can fall victim to their own success

• There are markers that say it’s time to move on

Deborah Kops Principal SOURCING CHANGE

16:15 Plenary session

How cultural sensitivity can be the agent of seamless change management in GBS

Building a case for change management is tough enough, but having to formulate a global strategy, across a myriad of different cultures and traditions, can be an enormous challenge. Are different approaches to change management warranted in different parts of the world? How should all this weigh in on where you locate your shared services or GBS? And how can you ensure that you put your awareness and understanding to use, to overcome resistance to change? This session will examine how NSG have managed work cultures, attitudes, and habits across the world, to build a truly global approach to change management. We will explore:• How attitudes to change vary in different parts of the world

• How sensitivity to local cultures can help build and retain talent

• The nuances of national and organisational cultures

• What kind of awareness you’ll need to manage cultural sensitivities effectively

Mike Stops Group Director Service Centres NSG

17:00 Speaker Clinic

All the speakers from the plenaries and the streams will take your questions.

17:30 Evening Reception

Wednesday, 11th March 2015


Thursday, 12th March 2015Conference Day Two

8:15 Registration

9:00 Learnings from Day One

9:45 Talent engineering – how your global foot print should be driven by varying talent pools

Cultural variations around the world shape business character and capabilities. Certain countries or regions are renowned for having a strong work ethic, a skilled labour force, or regional infrastructure conducive to setting up off-shore operations. Knowing how to play to the strengths of different countries or regions can help to bring out the best in your talent. This session will look at a study that examines work culture, attitudes and habits across the world.

10:30 Morning coffee break

Stream Sessions

Global Process Owners

Global Business Services Analytics

Stream Chair :Ruud van HiltenSVP Commercial Operations EMEA / APACTUNGSTEN NETWORK

Stream Chair : Frank Wolfsteiner Partner Northern Europe ISG

Stream Chair :Leo CurranSVP / Head of UK / EuropeEXL SERVICE

11:15How to transform R2R into a no-pain processClosing the books each month – accurately and timely – in a complex global business, can be hugely time-consuming, and often painful. But it doesn’t have to be. In this session, learn how Western Union’s global Financial Accounting and Service Team (FAST) moved from a month close which was painful, manual, expensive, and with limited reporting, to a month close that provides visibility and is trusted, automated and highly efficient.Shay CarrollAccounting Director – Global Settlement and Accounting Solutions WESTERN UNION

11.15 How to take processes truly global and overcome legal and cultural barriers In 2013, AirProducts wanted to improve the scalability of their HR services, and moved to roll out and standardise its payroll in Europe, Asia, and now North America. To do so they needed to break down legal and cultural barriers with the aim to create a life-cycle of continuous improvement that can be maintained on a global scale.In this session, Ferdinand Dragtstra will discuss how they built the business case for the centralisation of payroll systems as a value-adding project, and how they strategically aligned with other shared services areas and stake holders to ensure compliance and integration.Ferdinand Dragtstra Director of HR ServicesAIRPRODUCTS

11:15 How EDF used KPIs to successfully install a culture of continuous improvement Three years ago, EDF’s shared services model was in its infancy, centralisation was limited, and much needed to be done. Since then it has grown exponentially and crucially, installed a culture of continuous improvement among all levels of staff. Learn how EDF successfully installed a KPI dashboard, using the lean methodology, to develop visual metrics, benchmarking tools and workable objectives that not only improved visibility of operations, but helped create a culture where continuous improvement was taken seriously.In this session, Andrew Stevenson will discuss how visual metrics can be used to encourage dynamic response and buy-in.Andrew Stevenson Improvement & Transition ManagerEDF ENERGY


12.00 How Arla Foods successfully aligned finance and procurement on a global scaleThe relationship between finance and procurement has been a tricky one, due to overlapping responsibilities, alienation and lack of communication, causing tension in the P2P process. In 2013 Arla looked to improve its P2P process with the aim of becoming ‘best in class’. When setting out to achieve this, one challenge they faced was a lack of procurement-finance cooperation. Learn how Arla overcame this barrier, installing P2P councils and building a solid working relationship with procurement. In this session Anton Blokland will discuss:• How Arla Foods established a working

relationship with procurement• How P2P councils continue to

support an expanding P2P process• How integration and installation

of a GPO can ensure future cooperation

Anton BloklandVice President, Global Business Services ARLA FOODS

12.00 Our mixed sourcing strategy: How Solvay approached outsourcing differently as a GBSBy now, many shared services have at least one BPO relationship under their belts, and some have multiple arrangements with a variety of providers. Solvay adopted a mixed sourcing strategy back in 2012 following their integration with Rhodia. Today they have achieved harmony across their back-office organisation, and have established a central committee to manage these relationships and monitor their improvement. In this session Guy Mercier will explore:• Why Solvay decided on a mixed

sourcing strategy• How to best leverage outsourcing

after a merger or acquisition• The 5 key elements to selecting the

perfect partner

Guy MercierHead of Global Business Relations & Services Delivery Operations SOLVAY

12:00 What needs to happen so your communications effort can successfully plug leaks and fix malfunctionsClear communication remains a key factor in shared services and global business services success. Great organisations know that clear communication can be the saviour of change management. But how can you take communication and transform it into a diagnostic tool to plug leaks and fix malfunctions? In this session we will explore how to become more agile in your communications and how this can become a tool in itself that has a measurable impact.Dan FoleyDirector of Shared Services MOUCHEL

12:45 Lunch

13:45 Interactive Session Susie West CEO SHAREDSERVICESLINK

14.30 The 4 rules to get your BPO working with you for the results you wantIf you work with a BPO, the outsourcer’s GPO needs to be an extension of your GPO framework. But, unfortunately, this rarely happens. In order to extract the maximum value from your relationship, it is crucial to manage the expectations for performance and deliverables, and to build a strong partnership through regular communication and site visits. This session will explore the 4 rules key to getting you and your BPO in perfect synchronicity.

14.30 The project plan to mobilise GBS in 12 monthsMaturing a shared services organisation into global business services often requires the complete overhaul of legacy systems, and the redesign and globalisation of processes. The transition interim, if not managed well, can drain the leader’s enthusiasm and energy and push back the point of go-live months, even years. With a strong team effort and willingness to tear down functional siloed thinking, this company’s support functions have succeeded in mobilising GBS within 12 months – adopting learnings along the way to meet the success criteria. Join this session to learn the dos and don’ts to getting your GBS road map delivered elegantly and with high energy.

14:30 How to avoid a ‘siloed’ approach to analyticsUsing analytics in any department can quickly help you identify areas for improvement, and perhaps identify problems you didn’t even know you had. However, if your approach is isolated from other departments, you will be missing the bigger picture. Just like process improvements, analytics are best used when applied in an end-to-end manner. Learn how, by applying analytics not just to Finance but to Procurement and Production, you can achieve radical savings and improvements.


15:15 Afternoon break

15:45 Plenary session

The characteristics of innovation and how you can drive it in your GBS

Innovation is a term used widely in the shared services world, but where does it really exist, and how is it different to ‘continuous improvement’? Many CFOs are intimidated by the thought of back-office innovation, and some actively resist it. This company, however, have built a culture of innovation in their shared services environment that is respected and trusted by their internal customers. Join us as we explore:• How innovation differs from continuous improvement

• What innovation means to shared services and its customers

• What has been done to encourage a culture of innovation – what does this mean, and how is it attained?

16:30 Speaker Clinic

All the speakers from the plenaries and the streams will take your questions.

17:00 Conference Close

Conference Day Two Thursday, 12th March 2015

“Great atmosphere, good people, and more interaction than I’ve

previously experienced” Head of Sourcing & Procurement IT,

Zurich Insurance Company

“Very good – lots of interesting presentations and great

opportunity to meet other SSC professionals”

Human Resources Director, Shared Services Centre Informa

“A great mix of presentations, interactive discussions, table debates, and

discussions and networking opportunities … really practical content”

Director of Shared Services Development, Alliance Boots

“Brilliant event, best I have attended for a very long time giving a great variety of learning between soft skills, learning labs, experiences

presented by other SSOs. Networking was superb and supplier input and

knowledge much appreciated” Head of Business Service Centre, Gloucestershire County Council

“Thought provoking, informative, and full of ideas”

Group Finance Director, DNVGL


About our speakers

Cheryl Chambers Head of Business Service Centre

GLOUCESTERSHIRE COUNTY COUNCILCheryl Chambers has been head of shared services for Gloucestershire County Council (GCC) since 2007 and has responsibility for Accounts Payable, Accounts Receivable,

Payroll, HR administration, Recruitment and Temporary Staff service. Cheryl has a background in ICT system development and programme management. Her PRINCE2 project management accreditation underpinned the successful implementation of SAP ERP system and the associated change of culture within GCC, on time and to budget. She has on-going responsibility for the support and development of the SAP system which delivers HR, Finance, Procurement and self service functions. Like all public sector authorities GCC is under pressure to reduce budgets and over the last 3 years the shared service centre has implemented a range of SAP e-forms to their internal & external customers and achieved 40% budget savings without any staff redundancies whilst at the same time increasing the range of services delivered.

Susie West CEO SHAREDSERVICESLINKSusie West is founder and CEO of sharedserviceslink. From selling e-invoicing, to working in a shared services centre itself, she quickly developed an understanding for

key aspirations in shared services and typical problems, often hindering these aspirations. She chairs all sharedserviceslink conferences, speaks widely on shared services, and is considered a Thought Provoker, challenging organisations to rethink certain strategies and advance more effectively.

Ian ChambersGlobal Process Owner for Credit & Collections

UNISYSIan Chambers, who is currently Global Process Owner for Credit and Collections at Unisys , has more than 25 years of experience in senior

roles within credit, commercial and financial management with a number of multinational organisations in a variety of market sectors. Since 1992 he has had a succession of roles with Unisys in international Credit and Financial Management. As well as operational Credit Management responsibilities he has also been responsible for many initiatives including development of SOX compliance programmes and Six Sigma Lean projects. Most recently as the Global Process Owner for Credit and Collections he has been responsible for the development and coordination of worldwide best practices within the cash and collections environment and for implementing global transformation initiatives within the SSC organisation.

Ferdinand Dragtstra Director of HR ServicesAIRPRODUCTS

Ferdinand Dragtstra is Director HR Services for Air Products & Chemicals Inc. Within Air Products, Ferdinand is globally responsible for payroll delivery, international mobility, SAP HR

master data, and Learning & Development. He has driven the European Payroll Centralisation project to a stable continuous service delivery and is currently driving a similar project for Air Products in Asia. Ferdinand has over 10 years of experience in managing multinational, multicultural teams and projects in different shared services models from completely outsourced IT services and HR Business Process Outsourcing to captive payroll shared services. For his professional career, Ferdinand has been based in Dublin, Ireland, and Bangalore, India, and is currently based out of Barcelona, Spain.

Devi KenckiProject Manager Global Transformation DSMDevi Kencki is a transformation expert with over 10 years of experience in shared services and outsourcing. He has advised many clients internationally in all phases of the (out)sourcing

lifecycle. This also includes the provision of guiding customers in the development of a strategic vision, project management, the (re-)designing of strategies, organisational structures and operational processes. Devi holds a LEAN six-sigma certified Master black belt, a Prince2 (project management) certificate as well as an international outsourcing professional certificate from the IAOP. Devi has 2 bachelor degrees in accounting-law, financial management and a MBA at the VUB, where Devi is also an assistant professor supporting master students in developing real-time outsourcing business cases.

Guy MercierHead of Global Business Relations & Services Delivery OperationsSOLVAYAs the head of worldwide business relations and services delivery operations for the newly created global shared services organisation, Solvay

Business Services, Guy is based in Lisbon and leads more than 1,000 highly competent employees.

Prior to this, Guy was the founder of a team of 6 expatriates of 3S Solvay Shared Services, serving more than 140 Solvay companies in 17 different countries. As a result of the 43% G&A costs savings in 2008, 3S Solvay Shared Services was recognised as “Advanced Second Generation SSC” by PWC in Lisbon in 2010 and “Number 1 Best Foreign SSC in Brazil” in 2012.

Between 1998 and 2005 Guy Mercier spent 7 years in USA as Vice President of finance and administration for Solvay Pharmaceuticals, Inc. He was responsible for the administrative and financial supervision of Solvay pharmaceutical business operations for the US market. Guy was an officer of the corporation and a member of its management committee and leadership council.

Guy graduated cum laude from the Solvay Business School of the Université Libre de Bruxelles and completed a tenure with the Belgian Society of Economics and Applied Mathematics in Belgium and abroad. He speaks French, English and Dutch. Guy is an active member of the Belgian-American Chamber of Commerce and the Belgian Royal Gaulois Club. He’s married and has two children.


Conor O’GeranDirector, GBS EMEA & APJ Finance Theatre LeadEMC INFORMATION SYSTEMS INTERNATIONALConor O’Geran has more than 16 years of experience working in a number of roles at EMC. Since October

2011 Conor has been involved in global business services. He now leads EMC’s highly professional, customer focused and culturally diverse Shared Service Finance team supporting Europe Middle East & Africa as well as the Asia Pacific & Japan theatre. Conor has also been instrumental in devising structural and operational strategies as well as acting as a key coordinator between the multiple stakeholders.

Andrew StevensonImprovement & Transition ManagerEDF ENERGYAndrew Stevenson is Improvement & Transition Manager at EDF Energy, a qualified accountant with a passion for process improvement and performance measurement. Andre has over 15 years’

experience leading improvement initiatives within finance shared service environments including Diageo, Hilton and Eaton. Andrew has also spent 5 years working in external and internal audit with Big Four accountancy firms in the UK and abroad. This breadth of experience has helped shape Andrew’s approach to implementing change and improvement initiatives using appropriate control frameworks and methodologies and emphasised the importance of data in measuring success.

Mike Stops Group Director Service CentresNSGMike is the Group Director of Services Centres for the Nippon Sheet Glass Group, one of the world’s leading manufacturers of glass and supplier of related services. Mike graduated from Aston

University in Chemistry and Computer Science and has worked in a number of different industry sectors: Civil Nuclear Engineering; Banking; Professional Services; Insurance; and Manufacturing and until recently all of that was in Information Technology. In 2012 Mike was asked to apply the successful global IT shared service approach to Finance, Procurement and HR. Mike has teams working globally and there are major service centres in Poland, Brazil, China and Japan. He is married to Fiona and they have two children in University education.

Michael Van Der Steen Global Process Owner O2CAKZO NOBEL Since 2009 Michael has held several functions in the Order to Cash cycle at Akzo Nobel – a Fortune 500 company. During this period Michael developed a successful program to improve

the Order to Cash process in several business units. This resulted in obtaining the Global Order to Cash responsibility for Akzo Nobel end of 2012. In this role Michael has the responsibility to roll out a harmonized Order to Cash process in 110 countries across 15 Business Units and introduce Finance as a Service with an outsourcing partner. After obtaining his MBA Michael successfully finished several trainings at INSEAD and Harvard Business School during 2011-2013.Anton Blokland

VP, GBS FinanceARLA FOODSAnton Blokland is a senior business executive with over 25 years of experience in Finance and leading enterprise wide Change Management initiatives for global multi nationals. As Vice President Global

Business Services Finance at Arla Foods, he is responsible for defining and rolling out Arla’s GBS Finance strategy with focus on establishing a global footprint, global process harmonization and driving service and scalability improvement of its SSC operations in Gdansk, Poland. Anton’s key areas of expertise besides Finance include Financial Re-engineering, Post Merger Integration, Working Capital Improvement, set up and improvement of multi-functional SSC / GBS organizations. He holds a Bachelor in Accounting & Finance and a Masters of Business Economics from the Erasmus University in Rotterdam, the Netherlands.

Shay Carroll Accounting Director Global Settlement & Accounting SolutionsWESTERN UNION EMEA-APACShay Carroll is responsible for the implementation of corporate accounting systems and processes on a global basis for Western Union. He has 25 years’

experience in implementing and running shared services operations in the UK and Ireland for companies such as Tandem Computers (now a HP company), Microsoft, Xerox, Bertelsmann Distribution (now Arvato), Skillsoft and Software Spectrum. He ran EMEA-APAC shared services for Western Union from 2005 to 2010 and has been in his corporate systems deployment role since early 2011. His role also includes the setting up of new operating entities and the integration of accounting processes for newly acquired companies. Shay is a Fellow of the Institute of Charter Accountants (FCMA).John Hovell

Head of Organisational DevelopmentBAE SYSTEMS INC. As a leader in the convergence of Knowledge Management (KM) and business strategy, BAE Systems’ head of Organisational Development (OD) is a practitioner, speaker, and author in OD, KM

strategy and methods. John led a team to win a Chairman’s Award at BAE Systems in 2014. Previously, John was part of a team to win the prestigious NOVA award, Lockheed Martin’s top recognition award for accomplishments related to knowledge management. Additionally he was instrumental in the creation and execution of the enterprise KM strategy for ManTech International Corporation. John serves on several advisory boards including the International Knowledge Management Institute, Training Industry Quarterly, and Synergy Development and Training. John has lead or been a member of five different teams that have won awards from Chief Learning Officer magazine. In 2013, he was named the 28th most influential person in Knowledge Management by MindTouch and he published a chapter in a book titled “Making It Real: Sustaining Knowledge Management”.

Deborah KopsPrincipalSOURCING CHANGEDeborah Kops is Managing Principal of Sourcing Change (www.sourcingchange.com), the first resource dedicated to services change management. With experience as a shared

services executive, buyer, provider, and private equity adviser, she works with leading companies to manage globalization challenges. Deborah frequently presents at major industry forums, and leads The Conference Board’s Global Business Services Council. She also leads a research group comprised of leading companies investigating the impact of shared services and outsourcing on finance transformation for ACCA, the British finance accreditation organization. A strategic advisor to technology companies mercator.com and paymentworks.com, Deborah serves on the board of social impact outsourcer Digital Divide Data, and is the founder and chair of Liberty Source PBC, the first BPO harnessing the talents of US military spouses to perform finance functions.


About our sponsorsCome and meet the companies dedicated to helping you improve your shared services delivery

Platinum Sponsor

Information Services Group (ISG) is a leading technology insights, market intelligence and advisory services

company, serving more than 500 clients around the world to help them achieve operational excellence. ISG supports private and public sector organisations to transform and optimise their operational environments through research, benchmarking, consulting and managed services, with a focus on information technology, business process transformation, program management services and enterprise resource planning. Clients look to ISG for unique insights and innovative solutions for leveraging technology, the deepest data source in the industry, and more than five decades of experience and global leadership in information and advisory services.

Trintech is the leading provider of solutions for the Record-to-Report process. Nearly 700 clients in 100

countries – including half of the Fortune 50 and the FTSE 100 – rely on our solutions to optimise resources, reduce costs, manage risk and monitor activities across the entire finance organisation worldwide. Trintech’s Cadency™ platform automates the entire R2R cycle – including account reconciliation, close management, compliance, and financial reporting including XBRL tagging and regulatory filings.

Tradeshift is more than an e-invoicing platform, it’s a

collaborative social business network that connects suppliers and customers in real-time. It helps you develop and extend key relationships, and it vastly reduces the costs of managing your enterprise finance function and extends e-invoicing to the entire supply chain.

As the region’s economic development agency, Invest Northern Ireland (Invest NI) provides the strategic vision for the financial services, ICT and business services sectors in Northern Ireland

and is at the forefront of the drive to further increase and diversify the region’s capability for foreign direct investment. Invest NI works in an ongoing partnership with investors offering them practical and financial advice to ensure all the necessary assistance is given throughout the lifetime of a commercial venture to develop and expand the business and to improve capability and international competitiveness. Northern Ireland is a well-established location for outsourcing and shared services centres, attracting global companies primarily because of its pool of well-educated people who have a professional attitude and strong work ethic. The availability of skilled people in the region is complemented by its competitive costs, favourable macro-environment, sophisticated infrastructure and an existing cluster of synergistic businesses. Companies who have discovered the benefits of setting up in Northern Ireland include, Caterpillar, Citi, Allstate, Firstsource, HCL and Teleperformance.

Tungsten Network is the global e-invoicing network at the core of Tungsten Corporation plc that

simplifies and streamlines the complex invoice-to-pay process to enable prompt payments. Working with 53% of the Fortune 500, Tungsten connects some of the world’s largest companies and government agencies to their thousands of suppliers around the globe. It is compliant in 43 countries and processes transactions worth over $180 billion per year for organisations such as Aviva, Cargill, Deutsche Lufthansa, General Motors, GlaxoSmithKline, IBM, Kellogg’s, US Federal Government, Tesco and Whirlpool.

BlackLine is the leading provider of Enhanced Finance Controls

and Automation software. The BlackLine Finance Controls and Automation Suite is used by 900 companies of all sizes around the world to automate their financial close, account reconciliations, journal entries, SOX and regulatory compliance, and numerous other accounting and finance processes. Our cloud-based software contains multiple integrated products that each address a specific accounting or finance need. BlackLine Systems offers a Software-as-a-Service (SaaS) solution that replaces manual, labour-intensive processes in finance and accounting with an easy-to-implement, easy-to-use and easy-to-maintain application. Companies that use the BlackLine Finance Controls and Automation Suite have significantly improved efficiency, visibility and control over the financial close.

JPD Financial provides Vendor Credit Management Services to Global 1000 clients. JPD’s service can

make significant improvements in the way companies manage vendor credits. JPD provides tools allowing for vendor credits to be managed more effectively so that global tracking, recording and recovery happen every day and everywhere you operate.


© sharedserviceslink 2015. Occasionally it is necessary for reasons beyond our control to alter the content and timing of the programme.

Ariba is an SAP company. Every day we help our customers find opportunities to cut costs, reduce risk, and grow revenue through better collaboration with trading partners. We enable that

collaboration through the Ariba Network – a cloud-based community where you’ll find buying, selling, and managing cash to be as easy as using Amazon, eBay, and PayPal. We also host other online communities where business commerce professionals network and share information and best practices, just like friends on Facebook.

Perceptive Software, a business unit of Lexmark

International, builds process and content management software that closes the information gaps that exist throughout every organisation. Powered by the financial strength and global reach of Lexmark International, Perceptive Software offers a complete set of process and content management software technology, including business process management, enterprise content management, intelligent data capture, enterprise and federated search, and integration technology.

Triangular World was founded to drive up the performance of the shared services industry by offering a unique combination of visionary thinking and

practical expertise. We help all stakeholders in the shared services business model to make the informed decisions that will deliver business performance. Whether you are planning to establish a new shared services organisation or to improve the understanding and/or effectiveness of an existing one, we can support you in achieving your objectives.Triangular World puts at your disposal the experts who can best fulfil your individual needs. Taking into account your desired balance, your geographical location, your corporate culture and your strategic aspirations, through our associates we offer you small expert teams that can deliver the measurable changes your shared services operations requires.

Kofax® Limited (NASDAQ and LSE: KFX) is a leading

provider of smart process applications that simplify the business critical First Mile™ of information intensive customer interactions. We combine market leading capture, process management, analytics and mobile capabilities that enable organisations to increase their responsiveness to customers, provide better service, gain a competitive advantage and better grow their businesses while reducing operating costs.

Across enterprise and within departments, K2 customers are rapidly transforming their companies with software applications

that connect people to information and work, anywhere and at any time. K2’s BPM platform is built to scale and is trusted to manage millions of transactions and billions of dollars at the world’s leading companies. With K2’s visual tools, creating, launching and using the first K2 application is a snap. Reusable components ensure the next application delivers faster than the one before, and when the business needs change, it’s easy to update your K2 apps to fit.

Datalytyx was formed in 2014 following the merger of Managed Service Solutions Limited (MSS, established

2008) with Dynamyx Limited (established 2006), two successful UK businesses with highly experienced teams who have collaborated successfully on joint clients for many years.We serve a diverse and demanding client base across multiple sectors where governance, compliance, assurance and risk management are high priorities, including banking and finance, insurance, public sector, life sciences, energy and utilities. Datalytyx clients AstraZeneca, Nissan, ABN AMRO, Surrey County Council, EasyJet, Allianz, Unisys, Capita, Eversheds, Veolia and UK public sector. We also partner with other leading technology providers to deliver market-leading best-of breed solutions, including Microsoft, K2, Talend, Tableau, HP Vertica, KnowledgeLake and Hortonworks.

Interested in sponsoring? Speak to Andre Pons today: +44 203 751 2321 or email: [email protected]


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Venue: The Hotel Russell1-8 Russell Square, London, UK, WC1B 5BETel: +44 (0) 2078 376 470 Fax: +44 (0) 2078 372 857

Overlooking the famous Russell Square, Hotel Russell offers one of the best hotel locations in London. Across from the buzzing West End and within easy walking distance to Covent Garden, the British Museum and theatreland, this luxury 4 star hotel is close to all major transport links, including a 1 minute walk to Russell Square tube station and close to Kings Cross, Euston, and St Pancras, as well as all airports.

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The Shared Services Leaders’

SummitThe 3 developments that will change

your shared services world

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Shared Services Leaders agenda March 2015 FINAL

Documents

world of double digit

single digit savings

mega savings

exciting developments

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annual leaders summit

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