The GBS (Global Business Services) Americas and Costa Rica Site Director leads the global business services team in the region, providing a mix of regional and global services to multiple functions of the organization not limited to finance, supply chain management, and other functional areas seeking to transform their processes.

Center End to End Scope

Lead service delivery teams (over 100 HC) across multiple process towers processing Order to Cash – sales contract administration, customer payment collection, payment cash application, dispute management, billing and credit limit management, Procure to Pay – procurement administration, accounts payable, invoice processing and payments, cash flow forecast, Record to Report – fixed assets accounting, global intercompany, general accounting, reporting, financial close and the complete administration of the employee travel & expense audit management process including ownership over the Concur tool providing end to end support to all business.

Perform periodic reviews of goals & objectives, including Identification of critical processes and setting up back up plan, maintaining strong knowledge management through standardized SOPs, and identifying, developing and retaining talent, building up succession plan of different layers, as well as deliver budget plan.

Services Landscape

Facilitate global business services landscape rollout in region and execute by fit staffing and flawless completing transitions of the identified jobs from plants, sites to center.

Support global organizational structure to include countries outside the current global business services footprint and to act as a one team.

Performance Management

Overall management of all process towers delivering services to the company sites in Region, including but not limited to,

• Manage day to day operations to ensure volumetric transactions processed in a timely manner, ensuring the correct service delivery as per the goals and objectives implemented in each service line.
• Oversight accounting month-end, quarter, and year-end closing activities completed in quality and meeting company controller’s schedule requirements for countries.
• SLA/KPI metrics reports are generated and submitted to different stakeholders.
• Monitor global projects and initiatives implementation in region to ensure no delay caused by local roadblocks
• Drive the continuous improvement culture with using Lean 2.0 to build up in the center the required elements equipping all service teams with the required knowledge and skillset.

Ensuring business continuity plan is in place and tested to ensure in coordination with the regional and global GBS leadership that the center is ready to support the other regions.

Compliance & Controls

Ensure all Financial transactions are recorded in accordance with the company accounting policies, US country GAAP requirements.

Maintain strong Internal Controls and compliance with SOX requirements for the end to end processes.

Ensure timely responses provided to internal and external auditors as they complete various audit procedures, including but not limited to SOX, US GAAP, and statutory audits. Work with key stakeholders to define management action plans when deficiencies are noted.

Ensure processes are in place to keep information confidential, thereby protecting the organization’s value.

Resource Management

Manage a large multilingual management team with capability to support the requirements of the different countries in the region.

Lead and coach direct staff in people management and engagement, including goals & objectives setting, performance appraisals, 1:1 conversations throughout the team. Focus on employee development and evaluation. Ensure that the team members have the necessary education and training to effectively participate in projects and team activities.

Plan and organize effective center structure; Ensure adequate staffing and backup support model in place to meet business needs and limit service interruption due to attrition.

On-going identify core competency and capability of GBS managers and team leaders and build up succession plan throughout the layers.

Advocate company culture in the center. Recognize and celebrate team and team member accomplishments and exceptional performance.

Knowledge Management

Ensure documentation across process is properly updated, stored and archived based on the record retention regulations.

Standard Operation Procedures (SOP’s) review is conducted semi-annually. Ensure procedures are maintained in line with globally defined processes.

Work with GBS GPOs (Global Process Owner) to resolve process questions, provide support for process improvement initiatives. Actively share local business practices and requirements to ensure process efficiency improvement initiatives including automation projects well fit and implemented in the region.

Stakeholder Management

Lead quarterly business reviews with stakeholders, presenting continuous evolution and improvements of portfolio of services

Review results of VOC survey with focus on trends and identify areas of opportunity for improvement.

Perform periodic review of survey questions with managers to ensure complete understanding of site feedback and translate to improvement opportunities.

Open certain dialogues with key stakeholders through various manners to strengthen communication, sharing between center and site Finance, SCM, PC&L, Sales functions.

Financials

Manage the center BBP plan, driving continuous productivity enhancements.

Lead the center deliver projects within budget.

Drive continuous improvement (CI) initiatives to eliminate process waste.

Outlook external market and cross regions benchmark to analyze FTE efficiency and competitive position.

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