As businesses push for seamless, end-to-end process ownership, the role of Global Process Owners (GPOs) remains under scrutiny. But what does end-to-end really look like from a strategic perspective? This panel will discuss how to truly deliver an end-to-end strategy, aligning goals and KPIs that strive for real process efficiency and not functional success.

• Drive true process ownership by aligning GPOs with enterprise-wide objectives, not just GBS KPIs

• Break down silos by establishing models that connect GPOs with business stakeholders

• Gain executive buy-in by demonstrating how end-to-end ownership improves efficiency and outcomes

Rafał Duda

Director, Global Process Owner O2C
Smith+Nephew

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Monika Miksakova

Finance Director - GPO
Adient

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Andras Kohl

Head of Finance Business Services - CE
Tesco Business Solutions

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Implementing a new ERP system across a multinational organization is one of the most complex transformation journeys a business can undertake. Standardising operations while driving adoption requires thoughtful rollout strategies, strong change management, and consistent executive support. In this session, discover the practical lessons learned from leading a multi-region Oracle ERP migration spanning the UK, Middle East, Canada, and Asia-Pacific.

• Achieve smoother rollouts by phasing deployments regionally

• Drive adoption by tailoring change management to cultural contexts

• Ensure standardisation by aligning global processes early

• Secure buy-in by engaging executives and local leaders

Tracey Bentley

Global Process Owner - Order To Cash
Atkins

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In this interactive session, explore ways that you can achieve faster cash, happier customers, and flawless compliance, without messy, fragmented O2C processes get in the way. Discuss how to get past the regional differences, inconsistent data, and duplicated work that make standardisation feel impossible. You will hear from other leaders in the room on how to turn O2C chaos into a smooth, automation-ready engine, so your team can focus more on adding business value.

• Improve cash flow by unifying O2C processes across regions

• Make automation stick by removing local process bottlenecks

• Reduce compliance risk by embedding consistent controls

• Enhance customer experience by simplifying order-to-invoice interactions

Closing the books doesn’t have to feel like a race against the clock. Today’s finance teams face endless spreadsheets, manual checks, and pressure to deliver perfect reports faster than ever. This case study will explore how Gen AI can be the solution to this problem. Imagine first-draft statements ready in seconds, automated validation catching errors before they reach leadership, and your team finally focusing on insights instead of grunt work.

• Accelerate month-end close by automating statement drafting with Gen AI

• Reduce errors by implementing AI-driven validation checks

• Improve consistency by standardising narratives across reports

• Unlock insights by identifying and analysing anomalies faster

Finance teams face growing challenges managing massive data volumes across company codes while delivering accurate, instant insights. Clean, centralised data has become a key accelerator for R2R automation and digitisation, enabling faster close cycles, greater accuracy, and more agile decision-making. In this panel discussion, explore how live reporting and AI-driven processes empower organisations to shift resources in real-time, standardise processes globally, and leverage the latest technology to stay competitive.

• Unlock faster insights by storing and instantly accessing huge volumes of data

• Anticipate needs by mining historical data for trends and predictions

• Free up resources by using live, dynamic reports to reallocate on the fly

• Create consistency by standardising data processes across business units

Natalia Mietek-Staszewska

IT&D Business Process Owner - RTR
Reckitt

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Tomislav Todorović

R2R CPO
BSI

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Zoltán Nánási

R2R Global Process Owner
Veolia Water Technologies & Solutions

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Global businesses face constant pressure to deliver faster insights, yet R2R often gets stuck in silos, fragmented systems, inconsistent processes, and duplicated effort. These challenges slow reporting, reduce visibility, and frustrate teams. By connecting processes, embracing automation, and building ownership across regions, R2R can become a true value driver. Hear how to shift from disconnected tasks to a unified, global R2R engine that builds agility, accuracy, and smarter decisions.

• Speed up close cycles by using automation where it makes the biggest impact

• Break silos by creating real accountability and teamwork across regions

• Trust your data by building one reliable source of truth for reporting

Sibel Ibram

VRO Lead, Record to Report Business Excellence
BAT Global Business Services

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Pieter de Bruijn Bruijn

VP Accounting EMEA
Digital Realty

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Enterprise-wide transformations have become the norm, demanding new levels of agility from HR. Leaders must balance efficiency with employee expectations and requirements through times of change. Traditional HR Shared Services models, centred on cost and process, are no longer sufficient.

Explore CSL's ongoing journey to expand the HR function—building capabilities that fuel business transformation and workforce growth, while progressively moving beyond service delivery toward becoming a strategic partner.

• Laying the groundwork for better employee experiences by increasingly putting people, not processes, first

• Progressively elevating HR’s role by positioning HRSS as a growing partner in enterprise change

• Beginning to leverage synergies within the extended shared services environment to imbed an operational excellence mindset and prepare for scalability

Claudia Petrocchi

Vice President of Employee Experience and Services
CSL

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Global HR is evolving. Efficiency has taken us far, but in a world of constant change, stability alone is no longer enough. The next frontier is adaptability: building HR systems that grow stronger through disruption, connect global consistency with local flexibility, and continuously learn from data and people. In this session, explore how to design a living HR ecosystem, one that combines strong process roots with flexible structures, intelligent automation, and a culture where growth and learning take root. Join us to discover how to move from efficient operations to truly adaptive, future-ready HR.

• Build scalability by creating a strong, standardized core of global backbone processes

• Enable agility through flexible structures that bend, not break, when priorities shift

• Empower people by using automation and AI as amplifiers of human capability

• Sustain growth by cultivating a culture that learns, connects, and evolves over time

Sabine Weihbrecht

Head of HRS-EU
Bosch

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Aude Lirzin

HR Shared Services Group Manager
Robert Bosch

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Ana Luís Pereira

People Acquisition Campus Group Leader
Bosch Portugal

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The world of work is changing fast. Employees are struggling to stay ahead, career paths are uncertain, and engagement drops when development in unclear. In this discussion group, you’ll explore how to enhance the employee experience through smart, AI-powered solutions that personalise learning, spot skill gaps, and guide people into roles where they can shine.

· Work together to identify skill gaps by leveraging AI-driven analytics

· Personalise learning paths by deploying adaptive AI learning platforms

· Enhance internal planning/ forecasting by matching employees to roles with AI recommendations

· Improve engagement and retention by using AI for real-time insights and recognition

· Forecast future skill needs by analysing trends with predictive AI models

The GPO role doesn’t just look at process improvement; a crucial skill is the ability to manage these changes from end-to-end. If you can’t get your teams onside to want to change, then you’ll be facing an uphill battle from the start. Baxter International, recently transitioned from a shared services to a GBS model, with a focus on standardising data for improved financial visibility, enhancing agility, and aligning the global business with organisational goals. A key enabler of this transformation were the GPOs, who provided oversight, managed change effectively, and defended critical decisions. Though transformation is never easy, Baxter’s dynamic and knowledgeable approach has ensured a smooth transition to GBS. This session explores how to effectively manage change globally and ensure that your key stakeholders are bought into these decisions, for a smooth and successful transformation.

• Enhance financial visibility by standardising data and eliminating inconsistencies across global operations

• Ensure a smooth transformation by leveraging GPOs for oversight and decision-making

• Minimise disruption by implementing structured change management strategies and clear communication

• Strengthen credibility in decision-making by equipping leaders with the knowledge and tools to drive transformation effectively

Damilola Atoyegbe

Finance Manager, EMEA Regional Process Owner C2C
Baxter International Inc.

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Creating a GPO role from scratch can feel like stepping into the unknown. In this case study session, hear the practical journey of setting up an efficient and effective GPO function. Learn how to define the role, prioritise early wins, build governance, and embed standards that stick, turning a blank slate into a function that drives clarity, efficiency, and measurable results across your global O2C operations.

• Define the GPO role clearly to set expectations from day one

• Identify and deliver high-impact first-year priorities

• Build governance that supports consistent O2C processes

• Standardise and streamline operations for efficiency

The GPO role is evolving, moving beyond compliance and standardisation into one that drives customer value, digital innovation, and business growth. Explore how GPOs can step up as true change-makers, connecting process excellence to strategy, and reshaping R2R as a growth lever for the enterprise. Expect practical stories, bold ideas, and real-world lessons you can take back to your teams.

• Unlock growth by tying R2R outcomes directly to business priorities

• Build influence by shifting the GPO role from “process cop” to “strategic partner”

• Fuel innovation by embracing automation, analytics, and digital tools

• Show impact by connecting GPO success to measurable growth results

Annamaria Bella

Global Process Owner
MOL GBS

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Month-end chaos and endless journal entries don’t have to be the norm. In this case study, discover how standardising and automating journal entries turns chaos into clarity. Learn practical strategies that speed up closes, strengthen controls, and reduce the risk of error. This real-world example will prove that automation isn’t just a buzzword, it’s a game-changer for your R2R process.

• Reduce errors by implementing standardised journal templates

• Accelerate month-end close by automating routine entries

• Ensure compliance by building in validation rules

Aleksandra Brzeska

Global Process Owner RtR (Record to Report)
ISS World Services

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With the pace of change accelerating, the traditional experience-based talent model is no longer sufficient. Future-ready organisations need to base people decisions on skills more than jobs, and having a scalable, manageable, and more equitable way of operating. A skills-based organisation turns talent management on its head, redefining and reimagining every talent practice to be based more on skills than on jobs and setting a new direction for the future of work: agile, tech-enabled and democratised. This is no longer a vision, but a mission and reality set in motion within pioneering GBS organisations.

• Building a skills-based organisation to be able to anticipate and effectively respond to new capability building initiatives

• Shift the focus from jobs to skills – what are the key steps?

• Redeploying resources impacted by the automation of transactional activities and processes

By 2030, it’s expected that half of today’s entry-level corporate roles could disappear as Agentic AI reshapes the workforce. For shared services and GBS organisations, it’s not just about keeping pace with fast-moving technology; it’s about enabling employees to be agile, adaptive, and ready for the future. Success will depend on embedding continuous learning and reskilling strategies that enable teams to adapt, evolve, and deliver higher-value services in an AI-driven world.

· Design continuous learning pathways that prepare teams to shift into higher-value roles as automation scales

· Harness AI-enabled learning platforms to deliver personalized, fast, and scalable training across global operations

· Engage employees early in the transformation journey to drive adoption, reduce resistance, and build confidence

· Use workforce skills data to guide redeployment, hiring, and career development decisions across shared service

Pete Saunders

Director of People Services
Rolls-Royce

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Leonardo Marinelli

Global Head of HR Services & Solutions / HR Transformation Leader
Clariant

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Laura Pui-Moldovan

Director, Human Resources Operations
Adidas

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