Interim Manager and Consultant

* Project with an International IT Company
* Scope: Driving Adoption of Case Management (SFDC application)
* Change Management: Drivena adoption and usage of the workflow from 8% to 80% before
leaving the project and therefore increased the efficiency of their business process

* Developed and executed a cross functional business engagement (business
forums) that drives the definition, prioritisation, implementation and adoption of
global continuous improvement initiatives. The business forums included
business stakeholders from all 5 regions and the Group/HQ process owner
* My team of 3 Business Optimisation Managers facilitated monthly business
forums in their respective functional area of expertise, including Sales
Operations, Supply Chain Management, Procurement and Finance to drive
alignment and prioritisation
* Our objective was to identify and realise optimisation potential in our business
processes to contribute 2% benefits to the bottom line or savings of over 100m
USD over 2 years by automation and adoption of existing functionality
* Continued to support the deployment of the Simplify-to-Accelerate (S2A)
program to other regions. The scope of this multi-year program was the
standardisation of all business processes across all regions utilising an
integrated system environment with SAP in its core. I was personally engaged
in the deployment of this program into Asia Pacific and the Americas driving
change management and adoption of the global template which meant
continuous communication between business stakeholders and IT to mitigate
the impact of the operational changes to the business, as well as reporting and
tracking of operational KPIs to observe the progress of adoption
* I defined an operational change management framework for NTT, utilising other
frameworks described by John Kotter as well as development frameworks like
SAFe Agile. This framework provided the tools to effectively drive operational
change throughout the organisation adopting new processes and system
features and hence realising the business benefits set out at the beginning

* Developed the business requirements needed for the implementation and
migration to the S2A program with particular focus on Finance and Operations
processes and coordinated the prioritisation with business stakeholders within
the US business.
* Analysed key transactional business processes and established KPIs and an
Operational Dashboard utilising a BI platform to assist business stakeholders
to effectively manage and measure their operational processes.
* I was part of a team that had to drive a transition program to merge an
acquisition with more than 600 employees into Dimension Data North
America's processes and operations, including Data Migration and Training
programs. We accomplished this in time and budget within less than 8 months.
My role ensured that the migration of the Financial Data was completed
accurately and in time for the first month-end to ensure billing could proceed
without any delays in cash-flow
* I introduced and enabled governance and management processes for Master
data, i.e. Client Master data and Item Master data. As part of this I established
a number of policies and guidelines to provide better visibility into nonstandard
processes that created disruption and inefficiencies. This required the
engagement and approval of the Senior Executive team

* Responsible for the implementation of a global Business transformation program
called Simplify to Accelerate (S2A) into the European Region, which at this point
in time included 10 countries. This program has been developed to align
processes, policies and systems across all regions for Dimension Data. Europe
has been the first region globally to migrate to this 'template' which included the
bespoke Quoting and Pricing application (DD Direct), the ERP (SAP) as well as
the Service Management platform (Service-now). As part of this I was
responsible to liaise between business owners and IT to gather business
requirements, drive the prioritisation and define the scope and coordinate the
training, testing and deployment of the platform operationally to ensure that the
business can operate after go-live.
* I managed the support and continuous improvement of all legacy Business
Systems for the European Region, including ERP (SAP), CSM ( salesforce.com )
Service Management platform ( service-now.com ), our internal e-commerce
platform, Workflows (K2) and BI tools (SAP Business Objects). This included the
documentation of business processes, as well as process management
* Managing a team of 13 resources including 1st, 2nd and 3rd level support,
Business analysts and Data Stewards as well as outsourced resources in South-
Africa
* My team introduced a Workflow platform (K2) into the region. This included
workflows to manage Asset management (client facing), Credit limit request and
Non-Stock-Purchase Order Workflows that provided better control of spendings
and compliance with governance rules
* We also set up a Business Intelligence platform (Business Objects/SAP),
including dashboards to manage the Service Operation, Finance and other
operational metrics.

* Supporting the implementation of the Dimension Data SAP template into 6
countries in Europe. Leading the Finance workstream, including AP, AR, FI and
CO and others.
* Gap analysis of country legacy systems to SAP
* Facilitated workshops for business and technical teams to present proposed
changes to accommodate country requirements and align teams
* Raised change requests for technical / interface changes on behalf of the
business and managed these through the change process
* Completed Unit, UAT and end-to-end testing
* Provided mapping of Chart-of-Accounts and supported the Datamigration of
open items, GL and Master data by validating data loads and updated mappings
* Provided SuperUser and End-User Training and post-go-live support for Finance
teams

* Managed a team of 5 Accountants
* Responsible for:
o Financial Accounting
o Accounts Payables
o Fixed Assets
o Monthly and annual Closing
* Responsible for the preparation of the annual statutory reporting (HGB-
Abschluss), as well as monthly and annual management reporting
* Engaged with external and internal auditors during the annual audit processes
* Budgeting and Forecasting

* Regional Management reporting
o Supporting the definition, setup and deployment of the regional management
reporting pack
o Consolidation of country reports into regional reporting pack
* Financial Accounting for Holdings company including the preparation of the P&L
and Balance Sheet
* Reconciliation of Intercompany Accounts

* General Ledger Accounting
* Reconciliation of Intercompany Accounts
* Fixed Assets
* Management and Statutory Reporting
* Finance Key User during BAAN (ERP) implementation

* Debtors Cash Collection
* Interest calculation
* Reporting

* Capturing and posting of Vendor Invoices
* Payment runs
* Vendor Master Maintenance
* Reporting