This case study session will uncover how TE Connectivity is working to restructure finance around transformation leadership, data, and continuous improvement, to transition from a cost-centre towards a value-generating strategic partner. Focused on achieving full end-to-end ownership, this session will explore how TE Connectivity are shifting their focus from process ownership to embedding global transformation leaders with full oversight of the business and the power to implement real change. Driven by the goal to reduce their cost to serve and expand from traditional accounting services, this case study is combing end-to-end transformation with data and analytics for real results.

Jakub Wojdat

Senior Director Finance / Global Head of Finance Shared Services
TE Connectivity

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This panel discussion will explore the process inefficiencies that create roadblocks to agility, innovation, and operational excellence. For long-lasting success, finance must collaborate seamlessly to optimise end-to-end workflows. Explore how GBS and finance leaders can drive integration, reduce bottlenecks, and enhance responsiveness. Gain actionable insights on structuring teams, leveraging automation, and fostering a culture of cross-functional collaboration for sustainable efficiency and growth.

Pieter De Bruijn

VP EMEA ACCOUNTING
Digital Realty

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Dorit Shami

Senior Director, Head of Finance GBS
Teva Pharmaceutical Industries

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Michael Stenzel

Head GPO Procure to Pay and T&E
Sandoz

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Sofia Papadimitriou

Global Process Owner - GBS, Group Finance
Nilfisk

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Ana Figueiredo

Senior Director GBS Finance Transformation
Adidas

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Imagine a future GBS and Shared Services operate end-to-end through AI and agents that don’t just execute tasks, but anticipate demand, adapt processes, and continuously improve outcomes. What is holding you back from achieving this as reality? In a recent poll, GBS leaders said:

Mauro Portela

[Global Business Services] Managing Director Global MDM Operations
Danone Business Services

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As AI begins to automate end-to-end processes across Global Business Services (GBS) and shared services functions, the risk profile shifts from isolated task errors to enterprise-wide operational, compliance, and reputational exposure. From biased decision-making in HR services to financial misstatements, data leakage, or regulatory violations in finance and procurement operations, many organisations lack the governance frameworks required to deploy autonomous AI safely at scale. This panel explores how GBS leaders can establish robust controls, clear accountability & transparency, and trust mechanisms while accelerating AI adoption.

Armand Angeli

Vice-President Digital Transformation Group
DFCG

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Lasting change doesn’t start with a new operating model or strategy; it begins with the people and culture that enable agility to flourish. For leaders in GBS, the challenge is to build environments where colleagues feel equipped and empowered to adapt, learn and contribute to ongoing transformation. This means embedding agility and resilience into the everyday employee experience, not just during moments of change. Outdated structures, legacy ways of working and resistance to change can slow progress and disengage talent. Explore different ways to cultivate a culture driven to unlock agility across shared services, enabling teams to thrive.

· Create the cultural foundations for agility by embedding continuous learning, experimentation and resilience throughout the workforce

· Break through resistance by aligning leaders, communicating openly and helping colleagues understand the purpose behind change

· Empower people at every level by encouraging ownership, enabling collaboration across teams and investing in skills for the future

Charlotte Lester

Deputy Director, Deployment & Partnerships
Department for Work and Pensions, DWP

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Latifa Azarkan

Director of Global Finance Operations
Just Eat Takeaway

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Jacqueline McGirr

VP Global Change and Employee Experience Global Business Services
Kerry Group Plc

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As organisations face ongoing economic pressure, digital acceleration, and rising service expectations, transformation is no longer a one-off initiative, it is continuous. For Shared Services and GBS leaders, the real challenge lies in designing the next phase of transformation while simultaneously executing current programmes and sustaining business-as-usual performance. Panellists will share practical approaches to sequencing change, protecting operational stability, and embedding transformation as a core capability rather than a parallel activity.

Jennifer Sturch

GBS Transformation - Global Procure to Pay and Travel & Expense Lead
McDonald's

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Elisa Adriana Vintila

Global Head of Transformation and Transitions - Financial Business Services
Allianz

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Cristina-Madalina Iancu

Director, Global Head of P2P, GBS Accounting Services
DSV

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Chris Gunning

Global Enablement Lead, Global Finance Operations
NIQ

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CASE STUDY: TURNING CASH LEAKAGE TO DATA LEVERAGE AND STRATEGIC INSIGHTS

In an era of margin pressure, compliance demands, and rising transaction volumes, shared services leaders must stop preventable cash leakage while doing more with less. Invoice duplication remains a persistent drain, compounded by fragmented data and reactive controls. Explore how to turn the invoice duplication system into an effective data lake, enabling more efficient and effective processes through enhanced analytics and data oversight. The result: stronger governance, reduced manual effort, and actionable visibility that transforms accounts payable from cost center to strategic enabler.

• Prevent duplicate payments by deploying real-time, pre-payment detection tools

• Recover hidden process value by analysing root causes and supplier patterns

• Actionable insights for Procurement to drive payment terms alignment and better visibility on total spend for contract negotiations

P2P teams today face mounting pressures from rising costs, supplier complexity and the expectation to “do more with less”. Yet outdated systems and manual processes often hold them back. Explore the real-world story of how one organisation reimagined P2P by embedding automation and AI, turning pain points into performance gains. Discover how they streamlined workflows, improved compliance, and freed up capacity for higher-value work—while building stronger supplier partnerships along the way.

Many organisations struggle with fragmented initiatives, unclear governance, and limited business adoption. This session explores how to operationalise Intelligent Automation across GBS for clear, tangible results. Learn how establishing a global CoE, deploying process mining, enabling citizen development, and aligning with service leaders can drive standardisation, optimisation, and sustainable enterprise-wide automation impact.

- Scale enterprise automation by establishing a global Intelligent Automation CoE and operating model

- Identify high-value opportunities by leveraging process mining and data-driven insights

- Accelerate automation adoption by enabling and governing citizen development programs

- Drive cross-functional transformation by partnering closely with global service leaders

Anna Alechno

Global IT Intelligent Automation Lead
Japan Tobacco International

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As enterprises face cost pressure, increasing complexity, and higher service expectations, GBS organisations must clearly demonstrate their value to the business. In a landlord model, success depends on consistent delivery, strong stakeholder relationships, and the right talent to support evolving needs. This discussion will explore how GBS leaders build business confidence by proving capability, differentiating from external providers, and delivering reliable, customised services that the business chooses to rely on.

Michael van der Steen

Vice President Cencora Business Services
Cencora

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Arnaud Diaz

GBS Site Lead
PPG

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In a world where speed, scale, and consistency define winners, regional shared services can quickly become a constraint. Copeland is confronting this reality head-on, moving from fragmented shared services operations to a unified GBS model. This case study explores the real challenges of shifting mindsets, redesigning processes, and governing globally, and the bold solutions required: a clear operating model, strong governance, and new GBS capabilities that turn efficiency into enterprise advantage.

Vanessa Rechter

Vice President, Global Business Services
Copeland

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What if your GBS charging model could accelerate transformation instead of holding it back? As organisations push for greater transparency, agility, and value, FTE- and country-based cost allocation is proving increasingly unfit for purpose. This session examines the move to service-based charging, where costs follow services delivered rather than headcount deployed, unlocking clearer demand signals, stronger business alignment, and a scalable foundation for enterprise-wide GBS transformation.

• Improve cost visibility by replacing FTE allocations with service-level unit pricing

• Shape smarter demand decisions through consumption-based charging mechanisms

• Break delivery silos by decoupling pricing from location and organisational structure

Rapid technological change, evolving business models and accelerating automation are reshaping the profiles organisations need to hire for the future. Traditional role-based hiring approaches are increasingly outdated, often failing to identify the capabilities required for emerging work and leading to misaligned recruitment decisions.

Ines Burmeister

Head of Transition Office, Corporate Business Services
Phoenix Group

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Kim Leandersson

GSBS Transformation & Riga Site Lead
RS Group plc

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Economic pressure, AI, and constant transformation are reshaping what companies want from GBS leaders, and traditional roles are disappearing or evolving fast. Fewer standalone GBS positions, bigger enterprise mandates, and a strong bias toward internal candidates mean past success running large operations is no longer enough. Many experienced leaders are finding the market tougher than expected. This interactive discussion group will openly explore what’s really changing, why strong profiles stall, and how to reposition yourself as a business leader who drives value, not just services.

Deborah Kops

Principal
Sourcing Change

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