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1FINANCE TRANSFORMATION ROLES: PATHWAYS TO CFO

Finance transformation roles: pathways to CFO

Accountants for Business


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About ACCA

ACCA (the Association of Chartered Certified Accountants)is the global body for professional accountants. We aim tooffer business-relevant, first-choice qualifications to peopleof application, ability and ambition around the world who seek

a rewarding career in accountancy, finance and management.

Founded in 1904, ACCA has consistently held unique core values:opportunity, diversity, innovation, integrity and accountability.We believe that accountants bring value to economies in allstages of development. We aim to develop capacity in theprofession and encourage the adoption of consistent globalstandards. Our values are aligned to the needs of employersin all sectors and we ensure that, through our qualifications, weprepare accountants for business. We work to open up theprofession to people of all backgrounds and remove artificialbarriers to entry, ensuring that our qualifications and theirdelivery meet the diverse needs of trainee professionalsand their employers.

We support our 162,000 members and 428,000 students in 173countries, helping them to develop successful careers inaccounting and business, with the skills needed by employers.We work through a network of over 89 offices and centres andmore than 8,500 Approved Employers worldwide, who providehigh standards of employee learning and development.

The Association of Chartered Certified Accountants,October 2014

About Accountants for Business

ACCAs global programme, Accountants for Business, champions the role offinance professionals in all sectors as true value creators in organisations.Through people, process and professionalism, accountants are central togreat performance. They shape business strategy through a deep

understanding of financial drivers and seek opportunities for long-termsuccess. By focusing on the critical role professional accountants play ineconomies at all stages of development around the world, and in diverseorganisations, ACCA seeks to highlight and enhance the role theaccountancy profession plays in supporting a healthy global economy.

ACCAs smart finance function campaignACCAs smart finance function campaign showcases the good practices,challenges and opportunities corporate finance functions face. It exploreshow the quality of finance leadership, the adoption of breakthroughtechnologies, better people practices, and innovative thinking cantransform the finance function.

www.accaglobal.com/smart
http://www.accaglobal.com/smarthttp://www.accaglobal.com/smart


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Contents

This report asks a simple question: arefinance shared service andtransformation roles valuable in thecareer path to becoming a CFO?

Introduction 4

1. Path to CFO through shared services and outsourcing really? 5

2. Career catalys t for the country CFO or controller? 7

3. Graveyard of ambition? 8

4. Out of sight, out of mind? 9

5. BPO as a source of CFO talent? 10

6. Timing is everything 11

7. Victim of its own success? 12

8. One door closes, another one opens 13

About the authors 15

The ACCA finance transformation, shared services and outsourcing advisory group 16


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Finance leaders concur that the adoption of shared services and outsourcingmodels has inextricably changed their career trajectory. With over 80% of theFortune 500 consolidating transactional finance processes in remote centres, theformerly vertical finance operations model has been upended. The traditionalfinance career equation has been disrupted.

Both organisational and personal benefitscome from moving to finance sharedservices and outsourcing models.Organisations can standardise processes,

reduce cost, and tap into the benefits thatonly scale and scope are able to provide.By moving offshore, finance services areable to access extensive new sources oftalent and the finance organisation canpotentially move up the value chain byfreeing up management time andfocusing on value-added roles such asbusiness partnerships, financial planningand analysis and strategy.

Similarly, there are some skills that financeprofessionals can hone only when financemoves to a consolidated model. Severalcapabilities managing remote and oftencross-cultural teams, managing change,and developing a greater level of

1. Path to CFO through shared services and outsourcing really?

customer focus are recognised inorganisations that value agility.

The question remains: are shared services

an obvious pathway to the CFO position?

Shared services operations and theirleaders have value in the eyes of C-suiteleadership. In fact, the vast majority ofCFOs with successful shared services oroutsourcing models would not go back toa vertical model. IBMs Sandy Khannasums it by saying: CFOs have embracedthe fact that having an alternative servicedelivery model is really important for their[CFOs] own sanity .

Yet is this a rich hunting ground for CFOmaterial? Leaders see that as highlyunlikely at this juncture. Perhaps this isbecause of the relative lack of

understanding of the skills financeprofessionals acquire by working in ashared service model; perhaps it isbecause a higher value has traditionally

been placed on planning and reporting.As Chris Gunning of Unisys says: I thinkaudit experience, compliance control, riskmanagement, whether its from one ofyour big four external firms or internally inthe company is more critical to the seniorfinance career path.

Perhaps there is also a myopic view aboutwhere the pool of finance talent canactually be found. As Nigel Coffey ofPepsico puts it: when it comes to selectinga CFO, I think the choice is a CFO whounderstands the numbers rather thanunderstands the back-office func tions.There is snobbery in finance: the guys inthe front of the house [the] planning and

reporting side think they know thebusiness; they think the guys in the backoffice dont really get the business. Iwould say thats a very imbalanced function

because I think the guys in the back officeoften understand the business an awfullot better than the guys in the front.

Whatever the reason, it is apparent thatthere is often a dual career path forfinance professionals a clear path toCFO through the so-called retainedorganisation with a distinctly differentpathway through shared services.

That is not necessarily a career negative,posits Unisys Chris Gunning. I thinkwhats interesting now is the movement toglobal business services or GBS(aggregating all business deliveryfunctions under one functional group).


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6 FINANCE TRANSFORMATION ROLES: PATHWAYS TO CFO

While traditionally finance shared servicessat under the CFO function, now the headof the GBS function, often the formerhead of finance shared services, is at the

same table. As far as the executivecommittee is concerned, the CFO and theGBS leader are almost equals. Its adifferent route; the finance sharedservices leader now says Im not part ofthe finance team. Im going to run thebusiness team separately while one of mymany stakeholders is now the CFO.

For a transformation leader with an eye ona CFO role, that is not good news. PeterMoller of Deloitte sums it up by saying:90% of CFOs probably would say, yes, itsvery important that I understand and cancontrol finance delivery so that if there areproblems I can identify them. Thats a

different question to do I have to runshared services at some stage in mycareer? Even if shared services move upthe value chain theyll never move so far

that they really take a big chunk of thatstrategic decision support work.

Julie Spillane from Accenture considersthe CFO role as two sided, on the onehand focused on strategy and investorrelations, and on the other a traditionalfinance operational leadership with greaterinternal focus. She sees time served in ashared services rolepotentially beneficialfor the latter. When I think about sharedservices and outsourcing experience Ithink it is extremely helpful for the CFOoperational leadership role because youlearn to be leaders of people, and how toorganise and operate effectively.


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Finance transformation leaders do see two roles that benefit greatly from a stint infinance transformation or shared services the country CFO and the controller.

I spent ten years as acountry CFO and I nevermet or spoke to theglobal CFO. On my veryfirst day in sharedservices I was presentingto the senior leadershipteam. As a sharedservices leader you getaccess to a much moresenior layer in the

organisation than you willever get as an individualcountry CFO.NIGEL COFFEY, PEPSICO

Country CFOs are not the only ones tobenefit from a stint in a finance sharedservices or outsourcing role. Nigel Coffeysuccinctly confirms the value of a shared

services rotation, saying that: havingsome time in shared services is prettyessential if youre going to be a goodfinancial controller because you need tounderstand those blocks that create thedata that youre using.

Nonetheless, selling this view toprofessionals fixed on following atraditional career path is not easy,especially if their organisations have notyet designed and implemented careerpathways that encourage them to take upa transformation role. Many country CFOsor controllers, doggedly following atraditional career trajectory, still see astint in shared services as a sideshow.

2. Career catalyst for the country CFO or controller?

Sometimes relegated to the back watersof the organisation, especially in amultinational organisation, but with timeserved in a shared services role, these

professionals are able pick up skills thatare difficult to attain when balancing thebooks of one country or business unit. Byits very nature, a shared service role cangive access to the top finance officer andprovides visibility to the person carryingout the role; country CFOs who havespent time in a transformation arena mayfind that they suddenly have better accessto the C-suite, more responsibility andvital global experience.


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Earlier in his career, PepsiCos NigelCoffey resisted a placement in the sharedservices organisation of the companywhere he then worked. When I was asked

to go into an SSO role, my first reactionwas, you must be joking. I called it thegraveyard of ambition; theres noprogression, no career. I said Id give ittwo years contingent upon a guaranteedpathway back into the business. At thetime I didnt understand the complexityand the nature of the challenge. Today Ilook back at my old job and think I was sobored at the time. There was nothing todo, just count numbers.

He is not alone in thinking thattransformation roles are sometimesconsidered a parking lot for usefulpeople, but not up-and-coming financeleaders. It can be seen as a place to parkfinance professionals who are viewed as

just not quite making the grade. In fac t,not all companies view the role as agraveyard. Finance organisations with verymature and successful shared services

and outsourcing models are nowconsciously plotting career pathwaysthrough shared services or outsourcingoperations, acknowledging that the skillshoned in these organisations are key tobuilding a strong finance managementbench as well as top-tier talent.

Accentures Julie Spillane concurs, statingthat she sees a dichotomy in the CFO rolethat is addressed by experience in sharedservices organisations. There arechanging expectations for the nextgeneration of CFOs. I see a bifurcation ofthe role internal and external. Beingable to navigate increasing businessmodel complexity internally meansresponding to changing expectations

knowing how to deal with operations andthe implications of culture. Sharedservices experience is extremely helpfulfor this new generation of leaders.

Even so, Deloittes Peter Moller cautionsleaders against over-valuing sharedservices experience when plotting themove up the career ladder. Lets not kidourselves. Finance shared services leadershave limited experience moving up thefinance value chain. Shared servicesoperations by their nature are never goingto be strategic.

3. Graveyard of ambition?


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In any case, shared services experiencealone will not make a financetransformation leader into a CFO. In fact,leaders are adamant that there must be a

life before shared services, in moretraditional finance roles. If you want tobecome CFO you dont start off in sharedservices, declares Moller. You use aposition there to hone and supplementyour finance skills.

Nigel Coffey agrees, saying that it iseasier to push staff with strong financebackgrounds out of the shared servicesnest. Staff with functional skills are hardto place back in the business, but thosewith deep finance skills are always indemand, particularly in controllershiproles. Deloittes Peter Moller goes so faras to stress that time in a finance sharedservices operation is now essential fortodays controller, but not for the CFO.

The CFOs belief and reliance on sharedservices plays a role here. Unisys ChrisGunning believes that if youve got a CFOwhos a fan of shared services, it certainly

helps people on the career path to highersenior-finance-level positions. In addition,leaders do not discount the role of thecorporate culture. SpecSavers DileshMagdani says: the company and theirattitude towards leadership and peoplemanagement weighs in on the value ofshared services. Obviously I work for acompany where its all about people andso leadership skills are more importantthan the technical aspects. IBMs SandyKhanna concurs: Youll always find thatthe good finance leaders find great rolesbecause theyre in demand.

PepsiCos Nigel Coffey qualifies SandyKhannas comment, saying that the careerpath to bigger and better things depends

in great part upon the organisation: If theshared services organisation is valued, asit is in many mature organisations, itbecomes an important talent pool. He

goes on to say that in companies such asUnilever, a shared services rotation is seenas an important step in ascendancy.Sandy Khanna agrees, saying that he hasseen organisations that have deliberatelymoved individuals onto the fast track tofinance leadership through transformationor shared services roles because theyunderstand, and really value, the businessexperience gained.

4. Out of sight, out of mind?

Career experiences and expectations vary for finance transformation leaders. Someview shared services leadership roles as a backwater, while others are notconcerned about having a shared services role on their CV, believing that, fortalented finance professionals, a seeming detour on the pathway to a CFO roledoes not result in career derailment.


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Leaders suggest that it is difficult forfinance professionals in business processoutsourcing to move through a careertrajectory to becoming a CFO on the

client side. There is a view that theoutsourcing providers role is to run afactory comprising strong transactionaltalent, not to serve as a breeder of CFOtalent.

In addition, the finance and accountingBPO career construct itself may also getin the way of talent interoperability.Leaders relegate talented providerpersonnel into roles as executors ofquality finance transactional tasks, not asaspirants to CFO roles.

Leaders do not yet perceive the need tocultivate BPO-based talent as a source offinance leadership. They believe thatonshore talent pools remain plentiful,

obviating the need to build or look fortalent in the provider ranks. Yet where doskilled finance BPO resources go foradvancement? Although Chazey Partners

Anirvan Sen sees provider personnel asextremely hungry to move up the ladder,theres no clear answer. After all, sharedservices leaders with greater proximityand contextual understanding who arealready in the organisation are naturally atthe front of the queue when it comes tosecuring CFO roles. Perhaps they will justhave to wait until career paths evolvethrough BPO organisations. As UnisysChris Gunning says the bulk of the finance

jobs that were creating today are in Indiaso I think there are fewer on-shore ornear-shore opportunities for these staff tomove through a career pathway to CFO,be it within shared services or in anotherarea.

I would say our loyalty would be to our owncolleagues first but if we can assist in thedevelopment of our partners and staff, absolutely. Ihave had people come in from a provider onsecondment for one or two years to work with thebusiness and its great development for them. But Iwould say even with that experience its very hard forthem to make the jump into the CFO career pathbecause theyre competing against people thatalready have 10, 15 years experience withinmultinationals.

NIGEL COFFEY, PEPSICO

5. BPO as a source of CFO talent?

With so many finance organisations turning to the outsourcing model, the questionarises: are business process outsourcing (BPO) providers a source of talent? Theyshould be, given that the global trend to outsourcing and shared services in effecthollows out the supply of talent by moving transactional roles out of theorganisation, disrupting the historic progression of finance professionals.


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G4Ss Simon Newton stresses that thepathway through shared services is amatter of careful timing: getting in andout quickly or changing your career

aspiration is important; 1218 months isthe right tenure unless you are movingdown a career path that doesnt include aCFO role. He believes that at anadvanced stage in a finance professionalscareer, a rotation through shared servicesis less than advantageous on the pathwayto CFO. I think if you step into a sharedservice role typically youre stepping awayfrom the business, unless youre doing itunder two circumstances. First, if you arein an organisation which manages careersreally well and sees a shared services roleas a plus; or second, youre relatively

junior, relatively young and ticking boxesand getting experience.

Nigel Coffey from Pepsico agrees, sayingthat corporate memories are short: Whatyou did a few years ago is long forgotten.Simon Newton concurs, stressing the

need for what he terms recency in careermanagement. Again, theres that risk thatthe shared services leader is labellednon-CFO material, said Deloittes PeterMoller.

6. Timing is everything

While finance leaders acknowledge that shared services roles are a superb trainingground in which to attain vital capabilities in global leadership, virtual management,transformation and operations, they also acknowledge that, in some organisations,staying too long can be hazardous to career trajectories if the finance leadersambition is to take on a CFO role. Specsavers Dilesh Magdani sums it up by sayingTheres a risk that you could get labelled as a back-office guy.


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Does high performance in a shared services leadership role get in the way ofsecuring a CFO role? PepsiCos Nigel Coffey believes so, saying that theres adirect relationship between the perceived value of finance shared services and theability for a leader to move out into other roles.

albeit with all its difficulties, such asrecalcitrant stakeholders, developing asuccessful outsourcing providerrelationship, standardising processes,

putting in new technology is anadrenaline high for many. Once the modelis bedded down, the thrill is gone and itis probably time to move on.

Shared services management can also beparsed as a series of projects. Once aproject is completed, boredom can set inand the challenge is gone. I think by thenature of what we do it tends to be veryproject-type-related. When that projectcomes to an end or is getting too staidand steady, I think some leaders will pickup sticks and move on to the next

challenge, and that may require that theychange company, says Nigel Coffey.

7. Victim of its own success?

What do you do to get out? Do you leavethe organisation, moving into another,larger SSO role? Whats your logical nextstep? Leaders generally agree with G4Ss

Simon Newton that there is some lengthof shelf life to a shared services leadershiprole, regardless of personal careeraspiration. That shelf life may not be in atransformation role per se, but rather in aspecific organisation.

I think you move, I would say. Thats whatI did after a long career with anothercompany. Youre looking for a newchallenge and you move and you find theorganisation thats going to provide thatnew challenge, said Nigel Coffey.

One of the challenges of shared servicesis its lifecycle change the model, thenrun the model. For leaders up to thetransformation challenge, the change part


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How do finance leaders manage their own career paths to a CFO position if theyfind themselves in a transformation role? Or how do they position themselves tomove in other equally satisfying directions? According to the experience of theFinance Transformation Advisory Board, there is no single answer but here aresome considerations for those currently in finance transformation roles, orcontemplating a career turn through such a role.

CONTEXT MATTERS

Some organisations prize the value thatfinance transformation brings to the

organisation, while others still view sharedservices and outsourcing merely as afactory for transactional, rules-basedwork. Finance leaders need to look closelyat a number of factors before taking up atransformation role or considering thelength of stay in a leadership position. It iscritical to ask several questions.

How aggressively is top leadershipmoving to a services model? Is it ahobby, or part of an overall plan totransform the business?

Do those working in outsourced orshared services centres have access tomanagement, or does the organisationonly prize silent running (the out ofsight/out of mind view of the world)?

Does the CEO actively sponsor themove to shared services oroutsourcing? Has he or she pushed itas part of the corporate mandate?

If the answer to these questions is yes,the chances are that the corporatecontext will be supportive.

LOOKING OUT FOR ROLE MODELS

Many finance transformation leaders arepioneers, the first occupants of their jobs.

Nonetheless, some organisations havebeen engaged in finance transformationfor over 10 years, which can seem alifetime in corporate history. Whathappened to the previous transformationleaders? If they have moved on into other,perhaps larger or more responsiblecorporate roles within the organisation,the shared services job is probably not acareer-ender. If the previous incumbentshave taken on bigger roles in anothercompany, it is likely that the organisationis seen as a best practice operation and abreeder of good talent. In either case, timein that shared services organisation neednot always be a career-limiting move.

Final thoughts

TIMING IS (ALWAYS) EVERYTHING

While the Advisory Board membersgenerally agree that watching the

calendar is a good thing for those infinance shared services roles, keeping aneye on the corporate agenda and theleadership cast of characters is alsoimportant. Organisations do shift theirapproach to business service models,often as a result of a change in topleadership. Not all CEOs or CFOs areconverts to the concept; with amanagement change or a merger, thecareer prospects for the most senior offinance transformation professionals canbe swiftly turned inside-out.


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About the authors

DEBORAH KOPS

Deborah Kops is the founder andmanaging principal of Sourcing Change.Formerly a founding partner of one of thefirst global business processingoutsourcing (BPO) units, the chiefmarketing officer of a leading offshoreBPO, managing director of FleetBostonsServices Group (now Bank of AmericaServices Group), managing director ofglobal sourcing transformation forDeutsche Bank and a partner at

PricewaterhouseCoopers and ArthurAndersen.

Deborah now works with leadingcompanies to manage globalisationchallenges. She is also programmedirector focusing on global businessservices for the eminent US-basedresearch organisation The ConferenceBoard, and a member of the editorialboard of the industry-leading publicationOutsource Magazine.

JAMIE LYON

Jamie Lyon is head of corporate sector atACCA, and leads ACCAs researchprogramme on the CFO agenda and thefuture of the finance organisation. Theprogramme focuses on a diverse range ofissues facing leading businesses today,from the evolving role of the CFO, financebusiness partnering, global businessservices, shared services and outsourcing,human capital, talent management,learning and technology.

Jamie regularly speaks at events andconferences on finance-related issues andhas contributed to numerousmanagement and finance media includingthe Financial Times, Accountancy Age,Finance Director Europe,OutsourceMagazine andITN. Before joining ACCAhe qualified as an accountant and spentmany years in industry working in the UKand internationally for two leading FTSE100 businesses.


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The ACCA finance transformation,

shared services and outsourcingadvisory group supports ACCAsglobal research and insight work.

Bringing together a panel ofleading industry experts, itprovides unique perspectives on thekey issues affecting organisationsseeking to transform their financeand business operations.

JOHN ASHWORTH, GLOBAL HEAD OFFINANCE TRANSFORMATION, PEARSONJohn joined Pearson plc as part of the internalaudit team from Coopers & Lybrand beforeworking in a variety of roles in Penguin Books,a division of Pearson, including those ofinternational finance director, supply chainbusiness manager and UK controller. He wasCFO, then CFO and IT director, beforebecoming managing director of Pearsons UKshared services team running a 1,000-headcaptive operation supporting F&A, IT,customer services, logistics and facilities.

NIGEL COFFEY, SENIOR DIRECTOR OFFINANCE PROCESS TRANSFORMATION,PEPSICONigel Coffey qualified as an accountant withArthur Anderson & Co in the UK in 1993 beforegoing on to work with Pricewaterhouse inIreland and subsequently as a finance directorwith Novo Nordisk Pharmaceuticals and Pfizerin Ireland. As finance director of Pfizers Irishcommercial operations, Nigel was involved inthe initial set-up of the companys EuropeanShared Service operations in Dublin in 2002before joining the shared service organisationas European service delivery director. Nigeljoined PepsiCo in 2013 to lead their Europeanshared service initiatives.

LEO CURRAN, SENIOR VICE PRESIDENT,HEAD UK/EUROPE, EXLLeo leads EXLs UK/European team and brin gsdeep experience of the business processsolutions industry across a number of industrysectors. He has first-hand experience oflarge-scale sourcing change-programmes

across Europe and beyond, and is currentlyworking with his teams to realign theirapproach in response to the developing trendof global business services in Europe.

The ACCA finance transformation, shared services and outsourcing advisory group

ANDREW BACON, HEAD OF EMEA SHAREDSERVICES CENTRE, DOOSAN INFRACOREAndrew Bacon is located in Dublin. DoosanInfracore is a Korean multinational and theseventh-largest construction equipmentcompany in the world. The EMEA SharedServices Centre provides IT and financeback-office support to the region. Andrew isalso the chief accounting officer for DoosanInfracores operations in EMEA, a role he heldbefore establishing the shared services centrein Dublin in 2012. Andrew is a Fellow of theAssociation of Chartered Certified Accountants(FCCA) and will complete his MBA from theUniversity College Dublin, Michael SmurfitGraduate Business School, in August 2014.

GEORGE CONNELL, VICE PRESIDENTSTRATEGY, FINANCE OPERATIONS ANDCENTRE FINANCE LEAD (GLASGOW), SHELLGeorge is an accountant by profession havingworked for Grand Metropolitan, AvonCosmetics, Britoil and Whitman Corporation ina variety of finance and general management

roles before joining Shell in 1998 to helpestablish the first of their shared servicecentres in Glasgow. He is currently responsiblefor Shells global finance shared servicestrategy, migration delivery and double hats asfinance centre lead for the Glasgow centre.

LEIGHTON DAVIES, DIRECTOR OF THEFINANCE CENTRE OF EXCELLENCE, BBCLeighton Davies currently leads the FinanceCentre of Excellence for the BBC and bringssignificant finance and business transformationexperience and understanding. Prior to joiningthe BBC Leighton held senior finance positionswith Network Rail and was finance director forGE Aviation. He started his career training asan accountant with Ernst & Young and thenmoved his career into corporate finance atDeloittes. He is currently transforming the BBCFinance Centre of Excellence and embeddingnew ways of working built on the premise ofopen and honest communication, continuousimprovement and problem-solving lean principles.


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LIZ DITCHBURN, RELATIONSHIP LEADER,KIMBERLY CLARKLiz has built an excellent partnership withGenpact who provide F&A shared services andprocurement. She also heads up anoutsourcing centre of excellence covering thefive outsourced functions across Kimberly-Clark. Liz has over 15 years of makingoutsourcing work in global organisations fromthe client side, and has successfully createdorganisations to deliver through onshore andoffshore operations.

CHRIS GUNNING, VICE PRESIDENT GLOBALSHARED SERVICES, UNISYSChris Gunning is vice president of globalshared services at Unisys. The shared servicesorganization comprises a mix of largeroperational transaction processing centres(TPCs) and smaller-sized footprints of regionalfront desk service delivery centres operatingfrom seven main locations across the globe.Historically seen as traditional finance SSCcovering typical A2R, P2P and OTC functions,the portfolio has expanded to take on boardmany support operations for sales, supplychain and procurement, human resources,facilities, and commercial functions.

PASCAL HENSSEN, SENIOR VICE PRESIDENTAND CFO EUROPE, GENPACTPascal joined Genpact in 2009 as COO Europe,with responsibility for leading its Romania,Hungary, Poland and Morocco centres as thecompany was building on its original mission asa part of GE to become a global leader intransforming and running business processesand operations. During Pascals tenure, andalso thanks to his leadership in Europe, Genpactgrew to 60,000 staff and 700+ clients includingover 100 of the Fortune Global 500. Prior tojoining Genpact, Pascal spent 14 years withGeneral Electric, and served as European COOin corporate financial services, and GM for GEsshared services in EMEA.

PATRICK HICKS, SERVICE OWNER, GLOBALFINANCE SERVICES AT GSK PLCPatrick is an FCCA who has worked in theenergy, financial services and pharmaceuticalsectors, holding a number of senior roles intax, financial control and finance services andfinance transformation. Patrick joined GSK fromBarclays in 2009 and headed the Global TaxCentre of Excellence before moving intofinance services as the global process ownerfor record to report. He then took up the roleof finance service owner for EMEA and set upthe European Finance Business Service Centrein West London. Patrick is now responsible forGSKs global finance services.

GARY HOBBS, CEO, AVIVA GLOBAL SERVICESGary joined Aviva in 2004, prior to that hespent 15 years as a management consultantwith KPMG and Ernst & Young, primarilyspecialising within the financial services sector.Gary is currently responsible for all of AvivasBPO operations in India and Sri Lanka and has

been at the forefront of the development ofAvivas strategy in this arena. Gary drove theinitial outsourcing plans across Avivas financeand actuarial team and is now responsible forall aspects of BPO including Insuranceadministration, finance, actuarial, procurement,MI and analytics. Gary has significantexperience in all aspects of outsourcing,offshoring and shared service development.

SANDY KHANNA, GLOBAL F&A AND SCMPRACTICE LEADER, VICE PRESIDENT, IBMGLOBAL PROCESS SERVICESSandy has worked in the business processingoutsourcing industry since 1996. In that time hehas led and delivered several multimillion dollarcomplex deals, with hands on experience in allaspects of the SSC and BPO business. Sand y

has held various leadership roles includingengagement and major deal leader and F&Apractice leader, leader of the EMEA solutionsand offerings team, and European strategy andmarket development leader. In 2013, Sandyassumed responsibility for IBMs global F&Aand SCM practice and is a member of IBMsglobal leadership team for global process services.

DILESH MAGDANI, DIECTOR OF FINANCESHARED SERVICES, SPECSAVERSDilesh joined Specsavers in 2010 to lead theirshared service centre team to award winningstatus. Prior to this he led other large teams ina variety of industries developing,implementing and transforming shared servicecentre and outsourcing operations for StellaTravel Group, Premier Foods plc and heldvarious finance roles within National Grid plc.

JAMES MEADER, PARTNER, ERNST & YOUNG.James is a partner in Ernst and Youngsadvisory services practices, specialising infinancial and performance management. Hehas over 17 years experience, focusing on backoffice transformation, process design,including shared services and performancemanagement, as well as project andprogramme management.


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PETER MOLLER, PARTNER, DELOITTECONSULTINGPeter leads Deloittes shared services and BPOadvisory team in Europe. Since 1990, he hasworked in finance transformation, sharedservices and outsourcing/offshoring advisoryroles, advising both private and public sectorclients. He has organised and spoken at anumber of conferences on these topics andhas been quoted in management journals andthe national press.

SIMON NEWTON, DIRECTOR, SHAREDSERVICES, G4SSimon is currently director of shared services atG4S. Prior to this he led the operationalfinance, procurement and personnel teams inJohn Lewis business support service division. .Previously he was responsible for Kimberly-Clarks shared service development particularlyin North America and Europe Simon has awealth of experience in M&A and has alsoworked at ICI and Rowntree Mackintosh. He is

also currently a non-executive director of UKShared Business Services serving public sectororganisations.

ANIRVAN SEN, PARTNER, CHAZEY PARTNERSAnirvan has over 20 years experience intechnology, LEAN six-sigma, talentmanagement, shared services, IT and sales.Prior to his current role with Chazey Partners,Anirvan has spent 15 years in GE, running thequality organisation for GEs EMEA operationsof shared services, developing global deliverymodels for BPO vendors, initiating strategy forshared services in the Middle East and Africaregion. Anirvan holds LEAN six-sigma masterblack belt and Bachelor of Engineering ininstrumentation and control engineering.

TIM SMAIL, DIRECTOR OF SHARED SERVICESAND OUTSOURCING ADVISORY, KPMG UKTim joined KPMG from TMF Group where heestablished and ran the Global Shared Servicesorganisation. With over 14 years experienceworking client side on multi-functional,cross-regional services, Tim has deep insightinto both the strategic and practical challengesof creating a successful global businessservices platform. He has set up captivecentres in China, Malaysia, India, Bulgaria andUkraine and negotiated and implementedcontracts with several business processoutsourcing (BPO) suppliers.

JULIE SPILLANE, MANAGING DIRECTOR,ACCENTURE GLOBAL SERVICESJulie is managing director for Accenture GlobalServices, global director of finance excellenceand the EMEA Accenture business servicesdirector. Julie is a member of the Institute ofDirectors and completed her diploma incorporate governance in 2010. She is also aFellow of ACCA (FCCA). Julie graduated fromNational University of Ireland, Galway with adegree in electronic engineering, followed bya postgraduate diploma in business studies.


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