With efficiency now table stakes, GBS and shared services leaders are redefining value through the lens of customer experience. This session explores key steps and challenges involved in reinventing customer experience from both operational and cultural perspectives:

• Why is SLA the wrong focal point when building a customer-centric culture?

• Shifting from perception to data: implementing NPS methodologies to drive experience

• Industrialising customer feedback - from execution to enterprise-wide expansion

• Building a network of customer centricity champions to drive culture change

• Establishing accountability towards the customers by sharing progress and results

Richard de Moucheron

Global Business Services (GBS) Vice President
SLB

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GBS organisations often use surplus space as a shared roof, inviting the business to co-locate. Sulzer Business Services (SBS) took a different approach. Instead of simply providing excess infrastructure, SBS focused on building a true partnership with the business and functions. This allowed them to maintain delivery control while deploying critical SBS enablers and capabilities such as transition management, continuous improvement and transformation in addition to a thoughtful approach to people management. Explore the SBS approach with Eduardo Serrano, SBS Head, as he walks participants through the key success factors:

• Getting a mandate for a landlord or hosted model

• Designing a strategy that optimizes both SBS scale and business benefit

• Implementing the right team structure

• Measuring success

Eduardo Serrano-Lobelo

Global Head of Shared Services
Sulzer

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Across the European Union, there are around 15,000 mid-cap organisations with annual revenues between $1 billion and $2 billion. With very different budgetary and CAPEX realities, these companies require a distinct approach to shared services compared to large enterprises. Join this session to hear how EPTA, a mid-cap manufacturing group, has successfully launched and scaled its shared services journey to drive efficiency, integration and synergy within a uniquely complex business environment:

• How to build and sell the shared services narrative internally

• Identifying and pacing shared services development

• Developing metrics that matter

• Driving integration and synergy across a complex, M&A-accumulated group

Rahul Malhotra

Group Shared Services and Business Transformation Leader
EPTA Group

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Small and mid-sized shared services organizations (SSOs) face very different challenges from large, mature ones. This session is developed to address those challenges specifically. In this session, we will discuss three scenarios with specific challenges facing small SSOs and look to provide practical approaches to address them:

Challenge 1: How to take on extra processes without adding headcount

Challenge 2: What are the metrics that matter most for the small and mid-sized shared services centres?

Challenge 3: How not to let the size become the barrier for building a progressive career pathway?

Alexandre Pinheiro

Vice President - Head of WBS
Webasto Group

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Workforce dynamics are shifting faster than ever, with talent shortages, rising turnover, and evolving skill requirements putting pressure on GBS organisations. Companies are challenged to meet employee expectations, adapt to hybrid and remote work models, and accelerate digital capabilities. This panel discussion brings together experts to share practical strategies for addressing these issues, focusing on building resilient talent pipelines, driving career growth, and creating compelling employee experiences that improve retention and future readiness.

· Minimise attrition by fostering career growth opportunities and deeper employee engagement

· Build tomorrow’s workforce by aligning upskilling with evolving business priorities

· Improve retention through stronger leadership development and mentorship programs

· Attract high-performing talent with a sharper employer brand and differentiated value proposition

Magdalena Warda

Executive Director, Global People Services
Carrier Global

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Katarzyna Jarek-Utnicka

Head of People and Culture
Danish Crown

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Bea Hrinova

GS HR Business Solutions Head of EMEA
Johnson & Johnson

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The playbook for GBS delivery locations is being rewritten. Rising costs, shrinking talent pools, and geopolitical volatility are pushing leaders to question long-held assumptions about where services should sit. Offshoring may still deliver savings, but for how much longer with the emergence of Agentic AI? Nearshore hubs, hybrid networks, and managed service partnerships are emerging as powerful alternatives for organisations seeking agility and resilience. Join this interactive discussion to share the latest thinking on location strategies to stay competitive in a turbulent global environment.

· Optimise costs by evaluating the real trade-offs between offshore, nearshore, and hybrid approaches

· Strengthen resilience through distributed delivery models that mitigate regional and geopolitical risks

· Unlock high-value talent pools by leveraging nearshore hubs with strong digital and innovation capabilities

Mira Viswanathan

Interim Programme Director - Business Services
PIB Group

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Mergers, acquisitions, divestitures – the enterprise world never stands still, and neither does the GBS career which is deeply tied to these events. How do you steer your career when the enterprise landscape changes beneath you? This session explores strategies for thriving through transformation:

• How are enterprise changes affect the GBS career?

• What to do when your GBS is acquired, when your business splits, or when your mandate evolves overnight?

• Leave with a playbook for resilience, adaptability, and influence no matter which way the enterprise tide flows

Deborah Kops

Industry Influencer and Shared Services Expert
Sourcing Change

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Saskia Poelman

Senior Vice president GBS
adidas

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It is inevitable: GBS organizations face frequent shifts in reporting lines driven by evolving corporate strategies, leadership changes and transformation agendas. These changes are happening more often today than ever before. How can GBS leaders maintain stability, alignment and influence through these transitions? In this session, we invite leaders to share first-hand experiences navigating reporting line changes across different organisational models.

· Why reporting lines change for GBS organisations?

· What are your options when they do?

· Hear first-hands experiences from leaders that have experienced this throughout their career

Jay Desai

Vice President, IT Infrastructure & Operations
JTI

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