13 August 2026 | Main Conference Day 2

• Identifying which services create the greatest strategic value when brought into GBS 
• Building governance models that support expansion while maintaining operational control 
• Developing specialist capabilities that reduce dependency on external providers 
• Creating scalable operating models that remain resilient as business demands evolve 

As shared services evolve from efficiency engines to enterprise value creators, the question is no longer whether to adopt AI — but how to operationalise it without creating cost-heavy dependency or fragmented innovation. In this session, Samir Kumar shares how QBE is delivering "Change as a Service" from the Philippines - empowering frontline teams with AI on core enterprise infrastructure to accelerate global process improvement. 

Samir Kumar

QBE Group Shared Services Officer
QBE Insurance Ltd

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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 

Ailenne Estrella

HR Business Partner
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
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. 

Miks De Cadiz

GBS Standardisation Director
Japan Tobacco International

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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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Exploring how World Vision is delivering high-performing, resilient P2P operations despite budget limitations, legacy systems and complex field conditions 

• Delivering high service performance and stakeholder satisfaction through a fully captive, globally distributed P2P model operating across diverse and resource-constrained environments 
• Managing supplier payments in complex field conditions, including remote locations requiring cash and mobile money transactions 
• Redesigning control points within the P2P process by shifting approval governance upstream to enable faster, more reliable payment execution
• Implementing a centralised payment factory to automate disbursements, improve supplier experience and eliminate delays caused by manual approvals 

Ailene Garcia-Sotelo

Global Director of Procure to Pay, Shared Services
World Vision

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• 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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Jino Panganiban

Center Head
DHL Global Forwarding

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Zeeshan Pervez

President Shared Services
ACEN Corporation

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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
DHL Global Forwarding

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