Sessions at Finance Transformation & CFO Forum North America on Thursday 20th September Conference Day 2

•Utilize data to make you a wanted business partner
•Make interrelationships of the data, understanding the metrics and business drivers
•Improve key controls and reporting to the design and implementation of operational and customer dashboards
•Highlight the enabling tools
•Discuss the challenges - privacy, what are the questions we should be asking?

Arindam Mukhopadhyay, Executive Vice President, CITIGROUP

Shared services teams need to develop and measure their value creation within the organization. This presentation will cover aligning shared services strategic objectives with corporate objectives. We will focus on metrics associated with measuring value and the FP&A's role within the shared services organization to build relevant frameworks.

•Determine which metrics best suit your organization, how do you ensure their integrity, and how often should you review them?
•Anticipate and manage the changes in corporate objectives as the C-suite ‘changing of the guard’ occurs, and how do you ensure it does not disrupt the overall long-term strategic goals of the organizations shared services center?
•Learn the most accurate and reliable way to measure value in a world of ever changing variables?

Tarun Chopra, CFO, Clements Worldwide

How significant is your role in end-to-end process optimization within your company? With the information our Finance departments now deliver to the organization, it is becoming clear that the next wave of efficiency to impact all parts of the organization revolves around full process optimization. You have a critical role in these efforts. How do you influence cross-functional initiatives for process improvement? How do you emerge from the “back-office” to gain greater involvement over the full process - or even across enterprise optimization efforts?

• Discuss the complexities of an end-to-end concept, including organizational structure
• Understand where technology integration fits in
• Take a guided approach when applying Shared Services across an entire function, end-to-end managed by a global process owner
• Benefits of bringing receivables and payables in one place – Working capital optimization

Melonie Humphreys, Senior Director Global Business Process, Wal-Mart

Laura Kennedy, Senior Director of Finance, Walmart

The current business climate is forcing finance leaders to take a hard look at their finance organizations and ensure they are aligned with enterprise strategy, particularly on the highest value activities.

One approach is to alter the organizational model to improve both effectiveness and efficiencies. Nike Canada Finance applied a 5 step process that:

•Maximize limited resources, after a centralization re-org
•Apply creative solutions to serve several objectives simultaneously
•Develop centers of leadership

Tim Dunn, Director of Finance, Nike Canada

Risk pervades almost every functional area and management process, therefore capturing risk and assessing overall exposure is a very challenging exercise

• Identify probabilities and scale of threat understood, to then craft a management response and develop measures which provide an early warning of unwelcome events
• Discuss the role corporate culture plays in risk management
• Learn what reporting lines and relationships do you establish to ensure that there is a proper level of oversight?

Gregg Silver, Chief Financial Officer, 1ST FINANCIAL BANK USA

• Implement technology to automate the entire financial close process, increasing control and visibility across the board
• Ensure timely, accurate and documented communications between all departments (accounting, finance, compliance, auditing, etc.)
• Defining responsibility and process ownership
• Guiding the transition of practitioners into areas where they will be responsible for their processes
• Improving the accuracy and timeliness of compliance reporting

Hosted By: BlackLine Systems

• Benefit from revolutionary thinking about change management
• Hear about the implications of poor change management
• Discuss the predictability of change
• Learn strategies to “change” change

Deborah Kops, Experienced Shared Services Professional, Sourcing Change

• Consolidating more than 40 different systems into a single corporate wide platform used for non-classified procurements.
• Avoiding significant costs through system retirement, reducing labor primarily associated with legacy system support and enhancing productivity
• Optimizing P2P processes on the Cloud

Hosted By: Datamatics

•Craft the business case for short-term versus long-term goals
•Learn the impact to the retained organization when outsourcing goes well and what it does not
•Recognize the shifting skills sets and training required to prepare the organization for the transition

Shawn Bryant, Director Global Financial Operations, American Express

AP organizations are moving from transactional excellence to value-add through cash management, vendor management, spend management, contract management and much, much more. But how do these changes in AP affect Procurement and the end-to-end P2P work stream?

• Leveraging business intelligence; using metrics more effectively to manage business and communicate value of Shared Services
• Implementing an effective segregation of duties and delegation of authority policies and processes
• Maturing business model – tips on moving towards end-to-end processes

Daron Whisman, Director of Finance, Memorial Hermann

As delivery models and aspirations for shared service groups reach loftier levels, demands on leaders and staff at all levels is increasing. Talent management is a crucial element driving shared service success. How do you take talent management far beyond the organizational and geographic boundaries of your current staff and latest hire? In a world of greater collaboration and partnership with external service providers how do you ensure you are retaining and developing the right talent for the future of the enterprise? Understand how to uncover and harness the talent that lies within shared services organizations and outsourced functions, and what that means in this challenging new era.

•Take talent management far beyond the organizational and geographic boundaries of your current staff and latest hire
•Ensure you are retaining and developing the right talent for the future of the enterprise
•Uncover and harness the talent that lies within shared services organizations and outsourced functions, and what that means in this challenging new era

Keith Dunnell, Senior Director, Global Shared Services, North America, Siemens

•Review the many incentives and challenges which co-exist including tax-havens and human capital management
•Discuss offshore labor and how this is becoming a more viable option not only for IT functions, but also for Financial Services functions
•Maneuver through a new era of change to successfully capture all the opportunities which exist in emerging markets

• Incorporating cash into the strategic decision making process, taking into account customer insights
• Improving visibility and control of cash flows with shorter forecasting cycles
• Making sustained working capital improvements, going beyond working capital
• Identifying other areas of the balance sheet to accelerate and optimize cash flow

Morey Thompson, Director Finance Operations, Essilor of America

•Learn how International Travel, Order Entry, and Order Management act as an expansion mechanism for Finance
•Create a multifunction shared services model
•Understand the shift of general administrative tasks moving under finance, card screening, and global mobility
•Understand how non-core transactions are moving under finance and what this means for the future of finance

Kathleen Bienkowski, Vice President Global Shared Services, Kelly Services

• Anticipating new and developing issues with scenario based planning
• Prioritizing cash around capital expenditure projects, looking at paybacks and returns on investments, stock purchasing requirements and debtor collections
• Ensure the business has a very tough cost agenda
• Restructuring statutory accounting teams for a clear definition on how to manage cash on the balance sheet
• How to set goals and measure progress

• Understand where Procurement fits into the organization and the drivers behind true business partnering
• Discover what needs to change from the current business landscape to meet the requirements of a coordinated and collaborative response
• Highlight best practices to obtain full spend visibility
• Move from functional silos to being in control of a global end-to-end P2P process – what results can you expect
• Coordinate local, regional and global procurement production in a SSC perspective

Cynthia Haug, SCM – Global Procure to Pay Manager, Newmont Mining Corporation

•Highlight the evaluation criteria when looking to make a change?
•Learn how to plan structurally and corporate-culturally for the transition?
•Gain control or first stabilize and optimize an operation before sending the work to a third party?
•Highlight the importance of customer service regardless of which functions are being outsourced?

Many organizations are transforming their procurement function by a number of ways mentioned below which are all key steps that, if executed flawlessly, will lead you to a hidden vault of gold. Come hear a live example of where the juice was worth the squeeze and one company has a new hero in the head of Indirect Procurement. Join Alsbridge Managing Director, Chip Wagner and his client guest from a major Midwestern manufacturer whose iconic brand you are sure to recognize as they share their collective experience.

•Transform procurement function by partnering with managed services providers to cut costs, improve results and increase velocity to savings
•Discover how to develop the strategy, select the best-fit partner, negotiate a viable contract, manage organizational change and discover a hidden vault of gold
•Hear a live example of the best places to invest your efforts

Chip Wagner, Managing Director, Alsbridge

•Debate the key arguments for multi-functional shared services
•Learn how automation should be utilized greater in an end-to-end cross functional approach
•Discuss how we define multifunction as location, organization, or cross-function?

Steve Johnson, VP Finance of CAE Healthcare