Daniel W.

From commercial finance into managing large transformational programs

Moving from accounting to a more sales support role in the channels, enabled a greater understanding on how business can drive, revenue, price and mix enabling the company to grow. Projects enabled a cross-functional approach and view in bringing many different programs to life and the impact that it has on the overall organisation along with the different points of view and pressures that teams and functions have. Driving transformational change is at the heart of moving organisations forward, looking to the future to be ahead of the competition in what is becoming an ever more uncertain future.

From Commercial Finance to managing large transformational programs

Integrated Shared Services (ISS) has a hybrid Service Delivery Model across both In-House and Strategic Outsourcing, the role involves managing the strategic direction of the centre along with the associated budgetary controls. The role covers Intelligent Automation linking this into the transformation agenda, utilising technologies such as Robotics, Augmented Intelligence, Optical Character Recognition (OCR) and software such as ServiceNow and BluePrism. Operational Excellence & Continuous Improvement Framework – looking into Efficiency and Volumetrics across ISS along with Effectiveness and Engagement metrics Relationship Management – Managing the contracts of our third parties, performance monitoring, in-market business unit management and communication support Reporting and Data Analytics is a key focus area along with the key performance metrics for the operation Fleet Management - Light Vehicles, Green Fleet Agenda roll-out encompassing our Electroinic Vehicle commitments under EV100, IFRS16 reporting and fleet portal Enabling the function to go further together, done sustainably for a better shared future.

Driving large transformational programs across the organisation

Continually review the Finance Service Delivery Model and overall Target Operating Model for the function making sure it is efficient, effective and engaging for the current business environment. Driving stakeholder engagement and awareness, listening to different views to come together with an optimal solution to the change required Reviewing the balance on cost synergies and how the function adds value to the business as a key strategic business partner Delivery lead on end-to-end projects across the whole project life-cycle and across functions, from inception of ideas through to post implementation review, including change management buy-in, cost benefit analysis, resource requirements, project timings and duration along with benefit realisation. Identify and influence appropriate third party suppliers to enhance internal thought practice on strategy for CCEP ensuring that resources are committed and available Lead, develop and coach the Finance Strategic Initiatives team to ensure they maximise their individual and team performance and drive succession planning for the team.

Be bold and future looking

Be at the seat of the table in making the key decisions, this provides an opportunity to hear other people's views across other teams and functions and provides a different perspective as well as the opportunity to shape the direction in a different way. Believe in yourself and your teams always.

Set-up of major teams and offices

Back in the early 2000's I helped set-up a Finance Shared Service Centre in Singapore, this was challenging in that we were impacting people, process and technology all at the same time across 3 major regions, US, Europe and Asia. Created a new centre in Bulgaria initially for 150 people, this has now over 1,000 roles in-house covering many areas of the finance function, from transactional to corporate, to reporting and analytics.