O2C Global Process Expert

1. Process expertise and global standards

• Apply detailed end-to-end O2C knowledge across invoicing, accounts receivable, cash application, collections, and customer master data.
• Translate approved global standards into practical processes, functional requirements, documentation, guidance and regional implementation activities.
• Assess and document regional variations, distinguishing justified exceptions from opportunities for standardisation.
• Monitor adherence to approved standards and escalate material deviations, exceptions or design decisions to the GPO.
• Maintain accurate process architecture, controls and supporting documentation as part of the change lifecycle.
2. Process analysis and improvement

• Lead structured current-state and future-state assessments for assigned O2C initiatives.
• Identify root causes, process gaps, control weaknesses, manual dependencies and opportunities to simplify, standardise or automate.
• Assess end-to-end impacts across processes, data, controls, customers, regions, systems and operating teams.
• Develop clear business and functional requirements, acceptance criteria and measurable outcomes before technical solution design begins.
• Evaluate options against global standards, business value, scalability, risk, implementation effort and total process impact.
• Prepare evidence-based recommendations for GPO decision, endorsement or prioritisation.
 

3. Project orchestration and delivery

• Act as the process orchestrator within assigned projects and workstreams, connecting business, operational, process, control, data, technology and delivery stakeholders around a coherent end-to-end outcome.
• Establish clarity on process scope, decision rights, owners, dependencies, deliverables and required governance.
• Bring together the right subject matter experts at the right stage, facilitate resolution of cross-functional issues and ensure open decisions are progressed through the appropriate owners.
• Maintain alignment between the approved global process direction and the solution being designed and implemented.
• Partner with the assigned project manager, who retains accountability for overall project planning, governance, resources, timeline and project communications.
• Lead defined process workstreams and coordinate smaller process changes where a dedicated project manager is not required, subject to agreed priorities, governance and capacity.
• Monitor process-related risks, dependencies and delivery gaps, escalating where progress, quality or alignment is at risk.
4. Solution development, testing and readiness

• Translate process needs into clear functional requirements and work with functional SMEs, technology teams, architects and developers to support solution assessment.
• Validate that proposed solutions meet the business requirement, approved global standards, control expectations and scalability needs without assuming technical architecture ownership.
• Define or validate process-level acceptance criteria and ensure the appropriate operational SMEs and impacted regions participate in testing.
• Monitor resolution of material defects and consolidate evidence to support business readiness.
• Ensure process, control, data, training, operating-procedure and adoption impacts are addressed before implementation.
• Support post-implementation review and confirm whether the intended process and business outcomes have been achieved.
5. Governance, demand and prioritisation

• Support structured intake and assessment of O2C improvement and change demand.
• Ensure requests are sufficiently understood and defined before progressing into estimation, solution design or delivery.
• Provide analysis and recommendations to support GPO prioritisation, sequencing and trade-off decisions when needed.
• Maintain visibility of assigned initiatives, actions, risks, decisions and dependencies.
• Challenge local solutions that duplicate existing capability, introduce unnecessary complexity or conflict with global direction.
• Represent or provide cover for the GPO in agreed forums within delegated authority and escalate decisions relating to standards, priorities, material risks or exceptions.
 

6. Stakeholder engagement and process advisory

• Build effective relationships across regional finance, GFS operations, transformation teams, technology functions and other global process areas.
• Facilitate alignment and decisions across stakeholder groups, adapting communication to audience, culture and seniority.
• Provide expert guidance for complex, cross-regional or escalated process matters.
• Act as an escalation point for systemic process issues that cannot be resolved through established operational, SMEs, service desk or technical support channels.
• Communicate complex process and system matters clearly to technical and non-technical audiences.
7. Controls, data, performance and adoption

• Embed financial control, audit, regulatory, data-governance and compliance considerations into process assessments and requirements.
• Support adherence to company policies and agreed control frameworks and escalate material risks to the appropriate owner.
• Use process data, operational evidence and performance measures to identify improvement opportunities and evaluate outcomes.
• Support change communication, knowledge transfer and capability building for impacted teams.
• Monitor adoption of approved changes and identify where further intervention is required to sustain the intended outcome.1. Process expertise and global standards

• Apply detailed end-to-end O2C knowledge across invoicing, accounts receivable, cash application, collections, and customer master data.
• Translate approved global standards into practical processes, functional requirements, documentation, guidance and regional implementation activities.
• Assess and document regional variations, distinguishing justified exceptions from opportunities for standardisation.
• Monitor adherence to approved standards and escalate material deviations, exceptions or design decisions to the GPO.
• Maintain accurate process architecture, controls and supporting documentation as part of the change lifecycle.
• 2. Process analysis and improvement

• Lead structured current-state and future-state assessments for assigned O2C initiatives.
• Identify root causes, process gaps, control weaknesses, manual dependencies and opportunities to simplify, standardise or automate.
• Assess end-to-end impacts across processes, data, controls, customers, regions, systems and operating teams.
• Develop clear business and functional requirements, acceptance criteria and measurable outcomes before technical solution design begins.
• Evaluate options against global standards, business value, scalability, risk, implementation effort and total process impact.
• Prepare evidence-based recommendations for GPO decision, endorsement or prioritisation.
•  

3. Project orchestration and delivery

• Act as the process orchestrator within assigned projects and workstreams, connecting business, operational, process, control, data, technology and delivery stakeholders around a coherent end-to-end outcome.
• Establish clarity on process scope, decision rights, owners, dependencies, deliverables and required governance.
• Bring together the right subject matter experts at the right stage, facilitate resolution of cross-functional issues and ensure open decisions are progressed through the appropriate owners.
• Maintain alignment between the approved global process direction and the solution being designed and implemented.
• Partner with the assigned project manager, who retains accountability for overall project planning, governance, resources, timeline and project communications.
• Lead defined process workstreams and coordinate smaller process changes where a dedicated project manager is not required, subject to agreed priorities, governance and capacity.
• Monitor process-related risks, dependencies and delivery gaps, escalating where progress, quality or alignment is at risk.
• 4. Solution development, testing and readiness

• Translate process needs into clear functional requirements and work with functional SMEs, technology teams, architects and developers to support solution assessment.
• Validate that proposed solutions meet the business requirement, approved global standards, control expectations and scalability needs without assuming technical architecture ownership.
• Define or validate process-level acceptance criteria and ensure the appropriate operational SMEs and impacted regions participate in testing.
• Monitor resolution of material defects and consolidate evidence to support business readiness.
• Ensure process, control, data, training, operating-procedure and adoption impacts are addressed before implementation.
• Support post-implementation review and confirm whether the intended process and business outcomes have been achieved.
• 5. Governance, demand and prioritisation

• Support structured intake and assessment of O2C improvement and change demand.
• Ensure requests are sufficiently understood and defined before progressing into estimation, solution design or delivery.
• Provide analysis and recommendations to support GPO prioritisation, sequencing and trade-off decisions when needed.
• Maintain visibility of assigned initiatives, actions, risks, decisions and dependencies.
• Challenge local solutions that duplicate existing capability, introduce unnecessary complexity or conflict with global direction.
• Represent or provide cover for the GPO in agreed forums within delegated authority and escalate decisions relating to standards, priorities, material risks or exceptions.
•  

6. Stakeholder engagement and process advisory

• Build effective relationships across regional finance, GFS operations, transformation teams, technology functions and other global process areas.
• Facilitate alignment and decisions across stakeholder groups, adapting communication to audience, culture and seniority.
• Provide expert guidance for complex, cross-regional or escalated process matters.
• Act as an escalation point for systemic process issues that cannot be resolved through established operational, SMEs, service desk or technical support channels.
• Communicate complex process and system matters clearly to technical and non-technical audiences.
• 7. Controls, data, performance and adoption

• Embed financial control, audit, regulatory, data-governance and compliance considerations into process assessments and requirements.
• Support adherence to company policies and agreed control frameworks and escalate material risks to the appropriate owner.
• Use process data, operational evidence and performance measures to identify improvement opportunities and evaluate outcomes.
• Support change communication, knowledge transfer and capability building for impacted teams.
• Monitor adoption of approved changes and identify where further intervention is required to sustain the intended outcome.

Department: Finance
Function: Information Technology
Experience Level: Not Applicable