As companies evolve—divesting legacy operations, acquiring new business units, or upgrading ERP systems—meeting service expectations becomes more complex and critical. This session highlights how a mature shared services organization supporting FEMSA is managing SLA performance across a shifting landscape of internal clients and external stakeholders. With decades of experience, a strong governance model, and independent chargeback structure, this team is not just supporting change—they’re embedding SLA adherence into every transformation. Learn how they're safeguarding performance, aligning with evolving business needs, and ensuring continuity as services transition to new ownership. 

Key Takeaways: 

• Translating governance models and internal tools into SLA stability during ERP and ownership transitions 
• Managing service continuity while divesting business units and onboarding new acquisitions 
• Aligning SLA delivery with a federated business model through proactive communication, performance dashboards, and cross-functional accountability 

Mauricio Gonzalez

Director of Financial Services
FEMSA

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Designing scalable shared services in the region often requires navigating fragmented processes, inconsistent data quality, and highly localized business requirements. This panel brings together leaders who’ve successfully addressed these structural and cultural challenges while building a foundation for long-term, multi-country service delivery. Learn how they balanced early standardization efforts with local flexibility, handled governance in politically diverse environments, and set up models that could grow with business ambition.

Discussion Points:

• Balancing standardization with flexibility across multi-country operating environments
• Designing service scope and governance to manage country-specific regulations and business maturity
• Building executive alignment in matrixed organizations and managing conflicting stakeholder priorities
• Lessons learned in infrastructure readiness, data consolidation, and change management during early design

Claudio Martinez

Executive Director, Global Shared Services
Syneos Health

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• Learn how Bosch plans to train 1,000 digital talents in Brazil by 2030 through a dual-education model combining theory, practice, and real-world projects.
• Explore how the curriculum blends technical expertise, problem-solving, and teamwork to prepare apprentices for immediate impact.
• Discover how an inclusive, highly competitive selection process is shaping a diverse and resilient pipeline of future leaders.

Amanda Sa

Director of Digital Transformation
Robert Bosch

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André Bertolin

Chief Financial Officer
Robert Bosch

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What happens when a GBS organization stops simply centralizing and starts truly optimizing? This session explores how one global company shifted from a lift-and-shift approach to a performance-driven model—achieving important process optimization and unlocking capacity at scale. Now, as the company expands scope, its GBS team is absorbing entire business units producing efficiency. Learn how a "Zero-Touch Mindset" and automation-first strategy reduced workload by 40% and enabled seamless integration in a fast-paced growth environment.  

• Learn how shifting from centralization to optimization redefined GBS’s value to the business  
• Understand the impact of zero-touch design in reducing manual effort and enabling scalability through process adherence  
• Explore lessons in integrating new scope into GBS with no additional resources 

Sylvia Cantuña

Western GBS Finance Director
SLB

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As global business demands grow, Shared Services organizations must evolve to stay agile, efficient, and aligned with enterprise goals. This session explores one company’s real-world journey — starting with operational stabilization and deep process redesign, followed by a strategic modernization phase focused on automation, standardization, and long-term value creation. After this groundwork was laid, the organization outsourced its core Shared Services functions to a global provider, while continuing the transformation journey with further automation and modernization initiatives to increase value creation and elevate efficiency to the next level. Discover key lessons learned and how the model was structured to deliver performance gains and support major initiatives such as the S/4HANA migration. 

Key Takeaways:  

• Discover the critical groundwork required before outsourcing — including operational stabilization, process redesign, and the establishment of global standards, governance, and service placement strategy. 
• Understand the key lessons learned from a transparent, practitioner-led journey — covering change management, communication, stakeholder engagement, and cultural alignment across regions.  
• Learn how to sustain service quality and unlock long-term value in an outsourced model — through effective governance, continuous automation, and a balanced approach between global scalability and local needs. 

Andre Aguiar

Director, Global Process Owner
AngloGold Ashanti

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Sustainable expansion requires more than just scale—it demands a mindset of continuous evolution. In this session, hear how one leading organization is embedding Continuous Improvement into its GBS DNA to deliver consistent value, increase agility, and build a proactive service culture. Drawing from recent regional engagements and real-world results, this session highlights how a structured CI approach is driving operational excellence, unlocking efficiencies, and energizing teams across functions and geographies. 

• Explore how a formal CI framework supports global standardization while encouraging local innovation 
• Learn how this GBS team is using Continuous Improvement to engage employees, streamline processes, and enable scalability 
• Walk away with practical strategies to embed CI into your service delivery model and create lasting impact 

Erick Castillo

Continuous Improvement Manager
Alcon Laboratories

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Talent strategy in the region requires creative approaches to recruiting, retention, and capability-building amid high attrition rates, wage inflation, and uneven access to skilled professionals. This session offers a blueprint for developing a workforce that supports digitization and scale—without being derailed by regional volatility. Discover how leaders are reshaping their talent pipelines to support emerging technologies, future skills, and career development in markets where retention and competition are daily challenges. 

Key Takeaways: 

• Aligning talent strategy with automation and analytics while coping with skill shortages in key markets 
• Navigating the pressures of employee churn and pay inflation while maintaining performance 
• Building compelling upskilling and career growth programs in fast-changing business environments 
• Leveraging hybrid work models to expand access to talent beyond traditional urban hubs 

Francys Romero

LAC GBO HRBP Leader
Diageo

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AI and automation are redefining the way employees interact with their organizations, removing friction from daily tasks and enabling more meaningful work. From intelligent self-service to predictive support, digital tools are transforming how employees access information, collaborate, and grow within their roles. This session highlights how forward-thinking companies in LATAM are designing employee experiences that balance efficiency with engagement while preparing their workforce for the future.

• How AI-driven tools are simplifying everyday employee interactions and boosting productivity
• Practical examples of automation enhancing learning, collaboration, and internal mobility
• Strategies to ensure technology adoption strengthens culture and employee satisfaction

Faced with the need to support a global portfolio and enable faster decision-making, Diageo set out to expand its shared services footprint beyond transactional processes with several services including FP&A in 2019. This case study explores how the team laid the foundation for a scalable, insight-driven model that now supports strategic finance functions across Latin-America.  

• Learn how Diageo identified FP&A as the starting point for shared services expansion and the steps they took to build early credibility  
• Explore the governance, technology, and talent strategies that enabled Diageo to scale advanced finance capabilities across multiple regions  
• Understand the lessons learned in aligning global stakeholders, managing change, and creating a model that balances standardization with local business needs 

Rafael Muñoz

Head of FP&A for Latin America and Carribean
Diageo

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The most forward-looking Shared Services and GBS leaders are turning to an unlikely but powerful lever to drive internal engagement and enterprise buy-in: the company’s brand. When leveraged effectively, brand identity becomes a unifying tool to establish a cohesive shared services culture, enhance the internal employee value proposition, and clearly communicate GBS strategy and value across the business. This session explores how aligning Shared Services with the broader brand narrative can attract top talent, deepen stakeholder trust, and elevate service demand. 

Key Takeaways: 

• Use brand identity to foster a unified SSO/GBS culture across regions, functions, and delivery centers 
• Position shared services as an aspirational, strategic destination to attract and retain top talent 
• Activate brand messaging to clarify GBS value and generate greater pull from business stakeholders 

Ricardo Correa

People Services Head Americas
Opella

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