13 August 2026 | Main Conference Day 2

As organisations rethink what to retain in-house, what to outsource and where AI now fits, this interactive session puts leading BPO providers under scrutiny to demonstrate how they are genuinely supporting shared services and GBS outcomes today.

Exploring how Dole Asia is repositioning its Global Business Services organisation from transactional delivery to a value-adding, control-driven business partner within a complex FMCG environment.

• Strengthening financial discipline and governance frameworks to control cost bloat while improving value for money
• Redesigning finance and operational processes to close control gaps across geographically dispersed factory environments
• Upskilling GBS teams to shift from processing tasks to internal consulting and problem-solving roles
• Building C-suite credibility by aligning GBS performance to measurable business outcomes and enterprise priorities 

Joseph Oliva

SSC Director
Dole SSC

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Kick off the conference with a bingo-style networking activity designed to get conversations flowing. Delegates will receive a bingo card featuring different attendee profiles and roles across the room. The goal is to connect, match profiles, and punch as many holes as possible by meeting new people. Prizes (and bragging rights) go to the most connected.     

Exploring how Cardinal Health has built and sustained a 3,000-strong shared services workforce in the Philippines by prioritising capability, compliance and long-term talent development

• Designing a workforce model for regulated healthcare operations by aligning hiring profiles, role design and governance to strict US compliance requirements
• Building deep capability to move shared services talent beyond transactional execution
• Embedding compliance and quality into day-to-day work by integrating training, performance management and oversight into service delivery
• Measuring workforce success through capability maturity, quality outcomes and business trust rather than attrition or headcount alone 

Don Sausa

VP and Country Lead, Cardinal Health International Philippines
Cardinal Health

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Ailenne Estrella

Head of HR Philippines & India
Cardinal Health

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Exploring how Coca-Cola's Shared Services organisation is redesigning risk and compliance frameworks through data-driven controls and automation.

• Designing and operationalising continuous controls monitoring to move from reactive audit response to proactive risk management
• Integrating analytics into compliance workflows to improve transparency, accuracy and early risk detection
• Leveraging automation to reduce manual oversight while strengthening governance discipline
• Building organisation-wide competency in risk awareness to embed compliance into daily operations rather than treating it as a separate function 

Diorella Silo

Compliance, Data Intelligence & Analytics Process Manager
Coca-Cola Bottlers Business Services

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Collaborate with finance leaders to redefine the SSC & GBS finance function—from cost efficiency to enterprise value creation.  

Avee Goyal

General Manager of GBS Finance and Site Lead
General Motors

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Exchange ideas on building future-ready, digitally skilled, and engaged Shared Services & GBS workforces.  

Shermee Tan

Associate Director of Shared Services
Universal Hotels and Resorts

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Join data leaders to explore how SSCs and GBSs can move from reporting to predictive decision-making. 

Discover how SSCs and GBSs can deliver world-class customer experiences with efficiency and empathy. 

Sandeep Sharma

Head of APAC | Customer Excellence
Iron Mountain

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• Redesigning work by shifting humans to judgement and exception handling to increase value and reduce bottlenecks
• Managing change by equipping leaders with practical adoption plans to reduce resistance and anxiety
• Upskilling teams by training prompt, validation and AI-assisted decision skills to improve quality and confidence
• Safeguarding service quality by defining human-in-the-loop checkpoints to prevent errors in higher-risk processes 

• Identifying where AI is improving productivity versus where expectations are unrealistic
• Balancing experimentation with governance to avoid introducing new operational risk
• Deciding which processes are ready for AI and which still require redesign first
• Managing workforce impact while protecting service reliability and morale 

Avee Goyal

General Manager of GBS Finance and Site Lead
General Motors

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Vishal Pathak

Director HR Vendor Management Office
Google

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Jino Panganiban

Center Head, Global Service Center (GSC) Philippines
DHL Global Forwarding

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Exploring how an IT shared services centre in Manila is approaching agentic AI by focusing on readiness, maturity and workforce impact before scaling technology

• Positioning agentic AI as an IT priority by clarifying what problems IT should and should not be solving today to avoid premature investment
• Assessing organisational and process maturity by recognising that AI impact depends on standardisation, data quality and service discipline across logistics operations
• Deciding where AI can realistically add value in the short term versus where it remains a longer-term ambition to prevent wasted effort
• Preparing the IT workforce for AI-enabled work by examining how roles, skills and expectations are changing as automation becomes more autonomous 

Jino Panganiban

Center Head, Global Service Center (GSC) Philippines
DHL Global Forwarding

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