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 SSC
FEMSA

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As enterprises demand more agility, insight, and impact from their support functions, shared services are stepping into a new role—not just as efficient operators, but as strategic enablers of business value. This session explores how forward-thinking leaders are reframing the narrative, evolving their teams from back-office executors into proactive drivers of enterprise-wide change. 

Key Takeaways: 

• How to reposition shared services as a center for innovation, insights, and business enablement 
• Strategies for unlocking enterprise value through process ownership, analytics, and end-to-end visibility 
• Practical examples of influencing cross-functional transformation from a shared services foundation 

Carlos Campos

Director, Shared Services
Straumann Group

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As finance functions evolve from fragmented business unit structures to streamlined, process-centric operations, organizations are unlocking new levels of scalability and efficiency. In this session, learn how one company transformed its R2R landscape—processing exponentially more transactions with the same team size—by shifting from siloed workflows to harmonized, automation-ready processes. Hear firsthand about the challenges of migrating to SAP, the necessity of standardization, and how early turbulence gave way to AI-enabled insights and benchmarking. Discover what it really takes to build a lean foundation capable of supporting end-to-end automation at scale. 

Key Takeaways: 

• Learn why harmonization and process standardization are essential prerequisites for successful R2R automation. 
• Gain insight into lessons learned from a full-scale ERP migration and its impact on finance transformation. 
• Explore how AI is being incorporated post-automation to unlock benchmarking and performance visibility across accounting operations. 

Generative AI is redefining how shared services approach process improvement—moving from isolated fixes to scalable, insight-driven transformation. This session explores how one Brazil-based GBS organization is embedding GenAI into its digital CIP (Continuous Improvement Process) framework to uncover inefficiencies, inspire new ideas, and drive cross-functional collaboration. 

• See how GenAI is integrated into a structured process improvement strategy to pinpoint optimization opportunities 
• Learn how AI-generated insights are helping teams move from reactive problem-solving to proactive transformation 
• Explore practical lessons from launching GenAI pilots that bridge tech and operations for smarter, faster decision-making 

Amanda Sa

Operational Excellence - Method Expert
Robert Bosch LTDA

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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 Carolina Cantuna Castillo

Western Hemisphere 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

Global Process Owner Director
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

AGS Center PMO & SMP Implementation Manager - MXC
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 

Judy Ortega

Head of Source To Pay (STP) & Client Engagement for Latin America Region
Diageo Colombia

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Many organizations in the region are facing the dual challenge of accelerating automation while developing a workforce still catching up on digital fluency. This panel explores how leaders are closing skill gaps, engaging employees in transformation efforts, and fostering a culture of learning despite limited training infrastructure. Discover how organizations are navigating resistance, building digital awareness, and preparing teams to partner with—not be displaced by—emerging technologies. 

Discussion Points: 

• Key digital skills needed to support automation and how to develop them at scale 
• Structure upskilling programs when internal L&D capabilities are limited or decentralized 
• Create employee engagement around automation instead of fear or resistance 
• Embed continuous learning into business-as-usual without hurting performance metrics 

Global Business Services (GBS) teams are pushing beyond partial automation to fully orchestrate the four major finance functions: Accounts Receivable, Accounts Payable, Collections, and FP&A. While banks remain involved in segments of these processes, technology is allowing GBS to take the lead—reshaping layouts, boosting integration, and driving speed. With LATAM markets rapidly shifting toward real-time payments and reconciliation, end-to-end automation is becoming a strategic differentiator. 

• How GBS is leveraging automation to unify AR, AP, Collections, and FP&A across regions and platforms 
• The evolving role of banks in a real-time payments ecosystem—and how GBS is bridging the gaps they don’t cover 
• Process design tips to maximize straight-through processing, real-time reconciliation, and actionable performance metrics 

Juan Restrepo

Head of Cash Management Sales and Transaction Banking for Latam
BBVA

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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 

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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