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

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

Many finance leaders believe they have automated the close — yet anticipated findings from the new 2026 Global State of the Industry research suggest a very different reality may emerge. This SSON Research study, created for global enterprises operating multi-ERP estates and regulated environments, examines the gap between perceived and actual automation.

For the first time, we will unveil the research framework, hypotheses and early directional insights, and share what this means for how global enterprises will benchmark, measure and transform R2R over the next decade.

Sponsored by: Redwood

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Finance leaders are under increasing pressure to close faster, with fewer resources, and with greater accuracy. This session outlines how a global enterprise begins redesigning R2R — not at the end-state, but at the critical early phase where decisions about scope, governance, ERP harmonisation and operating model shape everything that follows. This case study will explore:

• How enterprises assess their current-state landscape

• The drivers that lead to orchestration-first strategies

• Sequencing decisions across regions, ERPs and controls

• Early wins and early risks

• What global design authority looks like in real life

Sponsored by: Redwood

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R2R leaders are overwhelmed by fragmented data yet expected to deliver instant, accurate insights. AI and automation promise transformation — but in global enterprises, their success depends entirely on the strength of underlying processes, data, governance and harmonisation. Join this discussion to explore whether AI is truly the answer, or simply one option among many, and how live, reliable data can reshape how R2R operates.

We will explore:

• Enterprise AI readiness and the reality behind the hype

• The visibility and reliability challenges of multi-ERP estates

• How CFO organisations view automation’s role in long-term resilience

• The foundational decisions that speed up or stall transformation

• What “data unification” actually means at enterprise scale

This panel discussion is the anchor for the entire afternoon, where senior enterprise finance leaders and global advisors discuss the next decade of R2R.

Sponsored by: Redwood

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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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R2R may be a priority, but investment requires a quantified business case. This extended session shows how global enterprises diagnose maturity, quantify value and secure senior sponsorship.

We will cover:

• How to quantify effort, fragmentation, rework and risk

• How world-class KPIs (Hackett) calibrate the size of the prize

• How to model value across multi-entity, multi-ERP landscapes

• How CFOs evaluate business cases differently from R2R leaders

To make this real, Redwood will give a five-minute walkthrough of the business case they presented internally — covering:

• The gaps they identified

• The quantified financial drivers

• The KPIs that resonated

• The narrative that aligned stakeholders

Sponsored by: Redwood

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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

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

Ioana Mihalache

Chief People Officer
Ephicacy

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Anna Wijatkowska

EMEA HR Business Services Director
PPG

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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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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. This session focuses on the operational blueprint required to shift from fragmented regional processes to a unified, orchestrated R2R model.

We will explore:

• Global design authority

• Harmonising processes across multiple ERPs

• Establishing consistent controls and governance

• Building a predictable operational rhythm across regions

• Managing variance, root causes and delivery stability

• The practical sequence of decisions

Sponsored by: Redwood

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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. A practical walkthrough of how enterprises tackle one of the most manually intensive and risk-prone components of the close.

Thank you for joining Redwood’s R2R Leaders Event at SSOW Europe!