Dhruv Kataria

Played a key role in the development and execution of a Global Business Services (GBS) model for Asahi, with a primary focus on Finance and Accounting . Assessed opportunities in additional functional areas to evaluate their potential impact on the overall GBS strategy and solution . Led the programme management function during the discovery and design phase , ensuring alignment with business objectives and strategic goals.

• Strategy Development & Execution – Contributed to shaping the GBS strategy, ensuring seamless integration with the Asahi's long-term operational and financial goals.
• Programme Management Leadership – Provided oversight during the discovery and design phase, managing critical workstreams and ensuring timely execution.
• Transition Planning – Defined a comprehensive transition roadmap, outlining key milestones, resource requirements, and risk mitigation strategies.
• Transition Execution - Ensure safe and timely transition of scope of GBS from Asahi in market locations to captive shared services.
• People Impact Assessment – Conducted in-depth evaluations of workforce implications, ensuring a structured approach to organizational change management .
• Change Management & Stakeholder Engagement – Led stakeholder communications, ensuring transparency, alignment, and buy-in from key business leaders.
• Programme Office Establishment – Designed and implemented a structured Programme Office (PMO) to govern and support the execution of the GBS transition.

This role required strong leadership, strategic foresight, and expertise in GBS transformation, finance & GBS operations, and organizational change management to drive business efficiency and optimize service delivery.

I was accountable for the delivery management of Finance operations across the Europe Finance Organization, encompassing nine nations. My role encompassed:

• Overseeing the operational delivery and contractual adherence of the GBS supplier.
• Collaborating with country leadership on the daily operations of GBS.
• Managing the operational costs for Europe GBS.
• Advising on broader European projects, defining scope, timelines, and the impact on GBS.
• Serving as the primary point of contact for escalation within the Inchcape organization for European operations.
• Partnering closely with the Supplier's nearshore and offshore teams.
• Handling risks and issues related to nearshore and offshore supplier operations.
• Discovering and executing transformative initiatives within Europe.

Transformation Implementation Lead for Europe

I led transition of the European Finance scope from Inchcape locations to our service provider. My responsibilities encompass:

• Developing a robust transition methodology tailored for European transitions.
• Engaging with country leadership to align with GBS methodologies and operational practices.
• Spotting opportunities for transformation and promoting the supplier's additional capabilities.
• Collaborating with the supplier to pinpoint opportunities and transform them into marketable offerings.
• Guaranteeing that transitions are within budget, at high quality, and on schedule.

Key Responsibilities & Achievements:

• Established a dedicated Transition Team from the outset of the programme, ensuring structured execution and resource alignment.
• Designed and implemented a tailored transition methodology , facilitating seamless collaboration with internal stakeholders and external service providers.
• Partnered with senior leadership on both sides to define the scope of GBS and align financial strategies with programme objectives.
• Developed and deployed a stage-gate methodology to enhance supplier engagement and ensure structured transition execution.
• Worked with PMO organisation structure s upporting with transition activities and governance.
• Led scope identification and timeline planning in collaboration with sending functions, ensuring realistic and achievable transition milestones.
• Established transition governance frameworks , improving project control, risk management, and reporting accuracy.
• Contributed to strategic and tactical initiatives , translating high-level objectives into actionable management projects.

Key Responsibilities & Achievements:

Accountable for the successful execution of a global FP&A consolidation programme. Transitioning FP&A and business partnering functions from multiple AkzoNobel locations to a captive shared services centre in Warsaw. Spearheaded the establishment of the Business Partnering role within the country, ensuring seamless integration and value creation.

• Led a team of global Project Managers, ensuring alignment with strategic objectives and programme timelines.
• Managed risks and issues throughout the programme lifecycle, implementing mitigation strategies for seamless execution.
• Engaged with senior stakeholders at both country and Group levels, ensuring buy-in and alignment with business goals.
• Defined and executed transition strategies, collaborating with sending teams to optimise timelines, approach, and risk management .
• Developed and drove a transition business case to maximise financial and operational benefits, ensuring cost savings and efficiency gains.
• Tracked and reported savings against the business case , ensuring measurable value delivery.
• Ensured strict adherence to AkzoNobel's project methodology , maintaining compliance and governance standards.
• Acted as a Core Team member responsible for the overall programme outcome, ensuring successful delivery and sustained impact.

Key Programmes & Achievements: Finance & Accounting Global Shared Services Deployment Global Concur Deployment (Travel & Expense) PMO Setup & Management Finance Hub Deployment ( FP&A & Business Partnering )

Served as a core member of the Shared Services Leadership Team, reporting directly to the Head of Shared Services. Lead a team of project managers to ensure risk mitigation, issue resolution, and the timely delivery of high-impact projects.

• Led the successful transition of finance operations across 10 countries into two shared services centers.
• Defined the full project scope, covering Accounts Payable (AP), Record-to-Report (RTR), and Order-to-Cash (OTC) processes.
• Delivered a £20M+ net working capital benefit through the establishment of supplier shared services operations.
• Developed comprehensive scope assessments and business cases to ensure timely project approval and execution.
• Designed and implemented a bespoke transition methodology and stage-gate process, ensuring high-quality and timely delivery.
• Managed a team of project managers and workstreams owners while maintaining strong relationships with stakeholders and third-party suppliers.
• Developed and implemented a standardized Concur deployment methodology and governance framework across multiple markets.
• Led a team of project managers to ensure projects were delivered on time and within budget .
• Facilitated complex global design workshops to align the blueprint with country-specific legal and compliance requirements.
• Achieved £250K in annual savings through advanced analytics and a streamlined procurement strategy.
• Managed process improvements and ensured compliance with corporate and local regulations in collaboration with the Global Process Owner (GPO) team.
• Established and led a structured Project Management Office (PMO) , implementing governance frameworks and stage-gate processes.
• Strengthened stakeholder engagement through the development of a governance model, ensuring project alignment with strategic objectives.
• Accelerated project timelines and improved execution efficiency through effective third-party supplier management .
• Designed and implemented a robust hub transition methodology , ensuring seamless programme governance.
• Developed and presented a compelling business case for project feasibility, approval, and funding .
• Led scope definition and stakeholder engagement to drive project buy-in and alignment with business objectives.
• Facilitated interactive design workshops to align with the target operating model .
• Oversaw the technology transformation implementation , ensuring accurate benefits tracking against project spend.

Key Programmes: Other Notable Projects:

Accountable for delivering cross-functional transformation programmes, ensuring timely execution while maintaining the highest standards of quality and cost efficiency.

• Asia Pacific SAP Deployment & Upgrade – Led the regional deployment and upgrade of SAP systems to enhance operational efficiency.
• HR Payroll & Shared Services Transformation – Managed the transformation of HR payroll and shared services, ensuring seamless integration and improved service delivery.
• Procurement Technology Deployment – IBM Internal Procurement – Oversaw the implementation of advanced procurement technology within IBM's internal procurement framework.
• Project Management Office (PMO) – Provided strategic direction and governance for project management functions.
• ANZ – Served as PMO lead for two years as part of IBM's IT engagement with ANZ, ensuring structured project governance and execution.
• CEMEX – Led the programme management for the outsourcing of Finance and Accounting operations to IBM delivery canters in India and Hungary.
• Rio Tinto – Managed the transition of Finance and Accounting functions from Rio Tinto to IBM delivery centers in India and Poland.
• Carlson Group – Oversaw the implementation of an AP imaging and workflow solution as part of an outsourcing agreement with IBM.
• Linde Gas – Directed the European outsourcing contract with IBM, overseeing the transition of Record-to-Report (RTR), Source-to-Pay (STP), and Order-to-Cash (OTC) processes from multiple European locations to IBM delivery centers.