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

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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 Ownership
Global Business Services
Analytics 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 West
CEO, sharedserviceslink and Chair of Shared Services Leaders’ Summit
1
2
3
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
register@sharedserviceslink.com
Decide who will
be joining you
(you will want
coverage at all
streams)
Take a
look at the
programme
1 2 3 4 5

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
transformational
Every 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 ownership
As 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 technology
Shared 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 house
Automation 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 global
Scalability 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:
• The nuances of GBS and whether one-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 platform
Lab 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 Hilten
SVP Commercial Operations
EMEA / APAC
TUNGSTEN NETWORK
Stream Chair:
Frank Wolfsteiner
Partner Northern Europe
ISG
Stream Chair:
Leo Curran
SVP / Head of UK / Europe
EXL SERVICE
11:30
End-to-end process
ownership – why some
large companies aren’t
doing it, but really should
One key component of GPO is
to have end-to-end ownership.
For finance processes,this means
owning all of purchase-to-pay,not
justAP.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 TELEKOM
Ian Bragger
Global Process Owner – O2C
INTERTEK
11.30
How the right operating
model can ensure GBS
success
Even 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 Lead
EMC INFORMATION SYSTEMS
INTERNATIONAL
11:30
How thinking globally
resulted in meaningful
analytics
For British AmericanTobacco,
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 P2P
BRITISH AMERICAN TOBACCO

13.30
How to avoid one of shared
services’ biggest blunders
by using a GPO framework
There 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
GlobalTransformation 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
MichaelVan 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 implementation
You 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. StevenWelsh 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 themselves
A 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 Chambers
Global Process Owner for
Credit & Collections UNISYS
14.15
Global Business Services
and how it affects our
robotics strategy
Robotics 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 effective
BAE 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 multipleTV 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 Hilten
SVP Commercial Operations
EMEA / APAC
TUNGSTEN NETWORK
Stream Chair:
Frank Wolfsteiner
Partner Northern Europe
ISG
Stream Chair:
Leo Curran
SVP / Head of UK / Europe
EXL SERVICE
11:15
How to transform R2R into
a no-pain process
Closing 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 ServiceTeam
(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 Carroll
Accounting 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 Services
AIRPRODUCTS
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 Manager
EDF ENERGY

12.00
How Arla Foods
successfully aligned
finance and procurement
on a global scale
The 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 Blokland
Vice President, Global Business
Services ARLA FOODS
12.00
Our mixed sourcing
strategy: How Solvay
approached outsourcing
differently as a GBS
By 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 Mercier
Head of Global Business
Relations & Services Delivery
Operations SOLVAY
12:00
What needs to happen
so your communications
effort can successfully
plug leaks and fix
malfunctions
Clear 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 Foley
Director 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 want
If 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 months
Maturing 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 analytics
Using 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 COUNCIL
Cheryl 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
SHAREDSERVICESLINK
Susie 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 Chambers
Global Process Owner for
Credit & Collections
UNISYS
Ian 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 Services
AIRPRODUCTS
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 Kencki
Project Manager Global Transformation
DSM
Devi 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 Mercier
Head of Global Business Relations &
Services Delivery Operations
SOLVAY
As 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’Geran
Director, GBS EMEA &
APJ Finance Theatre Lead
EMC INFORMATION SYSTEMS
INTERNATIONAL
Conor 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 Stevenson
Improvement & Transition Manager
EDF ENERGY
Andrew 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 Centres
NSG
Mike 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 O2C
AKZO 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 Finance
ARLA FOODS
Anton 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 Solutions
WESTERN UNION EMEA-APAC
Shay 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 Development
BAE 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 Kops
Principal
SOURCING CHANGE
Deborah 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 sponsors
Come 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:
andre.pons@sharedserviceslink.com

UK VAT is charged at 20%. Only one discount is applicable per registration.
Please see the full terms and conditions on our website www.sharedserviceslink.com/shared-services-leaders-2015
Bring your
team!
Group bookings
at the same time
and from the
same organisation
receive discounts.
To make a group
booking call
+44 203 751 2321
Package Standard Prices
Conference
+ 3 Learning Labs
£
2599+VAT
Conference
+ 2 Learning Labs
£
2199+VAT
Conference
+ 1 Learning Lab
£
1799+VAT
Conference Only £
1399+VAT
Venue:The Hotel Russell
1-8 Russell Square, London, UK, WC1B 5BE
Tel: +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.
To book your accommodation please follow the link:
https://www.hotelmap.com/pro/M17Z8
The Shared
Services Leaders’
Summit
The 3 developments that will change
your shared services world
How to register
Go to: www.sharedserviceslink.com/
shared-services-leaders-2015
Email: enquire@sharedserviceslink.com
Call: +44 203 751 2321

Shared Services Leaders agenda March 2015 FINAL

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