Global Business Services Director

Mission

To build on the existing Shared Services Centre (SSC) organisation, transforming it into a Global Business Services (GBS) organisation, and to ensure Azelis is ready for it - evolving the organisation, operating model and capabilities, and preparing the business for the change. Once this foundation is in place, to drive standardisation, automation and data-driven decision making that create measurable business value, positioning GBS as a strategic partner to the Executive Committee rather than only a back-office service function.

Main accountabilities

Strategy & transformation

• Phased roadmap - Build and execute a multi-year, phased GBS roadmap, translated into clear near-term priorities and milestones.
• Design phase - Prepare and onboard the project team; design the future state and organisational structure; drive stakeholder alignment; develop the transition roadmap and talent strategy; and design site enablement.
• Prepare phase - Establish the governance and leadership structure; prepare the operational infrastructure and site launch; develop change management strategies; and finalise the talent strategy and training plan.
• Deliver phase - Implement GBS governance and KPI tracking; track and realise value; onboard and train associates; stand up the site; and execute the transformation and go-live.
• Beyond - Expand - Extend GBS to other functions and processes, based on clear business cases and organisational readiness.
• Transformation mindset - Champion continuous improvement, simplification and innovation across GBS, rather than steady-state operations.

Operating model & governance

• Design the future-state GBS operating model, including end-to-end process maps and the location strategy.
• Establish the Global Process Owner roles and the GBS governance structure, with clear ownership, decision rights and accountability for each end-to-end process.
• Drive end-to-end process standardisation, balancing global consistency with local and business-specific needs.
• Own GBS business planning, budget and resources.
• Monitor benefits, risks and mitigating actions; resolve issues escalated from GBS or regional level.

Service excellence & customer experience

• Ensure consistent, reliable service delivery to local and regional teams across more than 60 countries, managing the complexity of standardising processes across different regulatory, fiscal and cultural contexts.
• Own service quality as a key requirement - setting clear standards, monitoring user satisfaction and performance, and acting promptly where delivery falls short.
• Define and evolve the service catalogue, SLAs and performance framework.
• Govern service change requests so changes are assessed, approved and implemented without affecting delivery quality.
• Build a customer-centric, continuous improvement culture where service excellence is the standard.

Digitalisation & automation

• Define and deliver the GBS digital and automation roadmap with the Group Information Services Director, making automation and simplification a core lever of the transformation.
• Simplify and standardise processes before automating, then scale intelligent automation and AI-enabled service delivery across countries.
• Build reliable data and reporting that enable data-driven decision making for the Executive Committee and the business.
• Drive the adoption of new digital tools and ways of working across local, regional and Group teams.

Enterprise value creation

• Own the GBS value case, delivering measurable cost, productivity and quality improvements through standardisation, automation and process redesign.
• Track value realised against the business case through clear KPIs, and report progress transparently to the CFO and Executive Committee.
• Build a scalable GBS platform that supports Azelis' growth, including the fast integration of acquired companies.
• Free up capacity in local and regional teams so they can focus on customers, principals and growth.

Stakeholder leadership

• Act as a strategic partner to the CFO and Executive Committee, aligning GBS priorities with Group objectives and growth ambitions.
• Build strong partnerships with regional leadership teams and function heads (Finance, HR, SHEQ, IT, Supply Chain etc.), securing their sponsorship and commitment at each phase of the transition.
• Balance global standardisation with local needs, building consensus and taking clear decisions when trade-offs are required.
• Manage key external partners, including technology and service providers, in support of GBS priorities.

Organisation & talent

• Lead the reshaping and strengthening of the GBS organisation with the Regional CFO, regional HR Dir