Intelligent Automation and Risk-Based Operating Model Transformation

Metinvest Business Services (MBS) demonstrated how innovation can deliver transformational results even in the most challenging operating environments. Rather than implementing isolated automation solutions, MBS developed a new digital, risk-based and scalable operating model that combined intelligent automation, AI-enabled document recognition, automated SAP processing and redesigned workflows across finance, procurement, HR and sales support. By redesigning information flows, eliminating non-value-added activities and standardising operations, MBS created a repeatable transformation model that could be scaled across multiple functions while maintaining service quality and business continuity.

Despite operating through significant organisational change and wartime disruption, MBS successfully delivered measurable outcomes including a 25% improvement in operational efficiency, annual benefits of USD $1.731 million, 23% faster document processing, fourfold reductions in document processing costs, and customer satisfaction levels of 97.7%.

The End of Traditional Shared Services

Astara challenged one of the most established assumptions in shared services: that business users must rely on service centre teams to complete day-to-day transactions. Through its innovative Global Service Portal, Astara transformed its operating model by introducing an AI-powered platform that allows users to complete activities directly through intelligent digital agents integrated with SAP. This includes everything from invoice processing and journal entries to master data updates and pricing support.

The results have been significant, including a 35% reduction in operating costs, 40% productivity improvement, 70% automation across targeted activities, and a 50% reduction in error rates. The initiative has repositioned Shared Services from a transactional support function into a strategic driver of business value and innovation.

Building Once, Scaling Everywhere: Danone's Global P2P Transformation

Danone set out to solve a complex challenge faced by many global organisations: how to create a finance operation that can scale consistently across countries while meeting increasingly demanding regulatory requirements. Its answer was a single global Procure-to-Pay (P2P) operating model, that standardised invoice processing and compliance management across multiple regions and service centres.

By adopting a phased rollout approach, leveraging lessons from earlier implementations, and balancing global standardisation with local flexibility, Danone created a scalable framework capable of absorbing new countries, regulatory changes and business growth without requiring fundamental redesign.

Today, the solution is live across 37 countries, has reduced invoice processing times, lowered compliance risk, generated significant capacity savings, and created a global model that continues to evolve and improve as the business grows.

At Burberry, Matt has played a pivotal role in guiding the Record-to-Report (RTR) organisation through a period of significant transformation. By creating a clear transformation journey centred on stabilising, standardising, improving and sustaining performance, he provided teams with a clear sense of direction and purpose during a time of considerable change. His leadership has helped translate enterprise goals into practical priorities, ensuring teams understand how their work contributes to stronger governance, greater efficiency and improved business decision-making.

Beyond operational transformation, Matt has placed talent development at the heart of his leadership approach. Through structured talent reviews, succession planning, coaching and sponsorship programmes, he has created meaningful opportunities for employees to grow and progress their careers. Initiatives such as a Finance Apprenticeship Scheme and targeted development pathways have strengthened future workforce capability while helping individuals take on greater responsibility and leadership opportunities.

At dormakaba Business Services, Randy Rosseel has built a reputation as a people-centred leader who inspires through trust, collaboration and cultural intelligence. Operating across countries, cultures and complex matrix structures, Randy has focused on creating alignment around a shared vision while helping individuals understand how their work supports broader business goals. His leadership has been instrumental in building a strong service culture, strengthening collaboration across regions and driving operational success.

A defining aspect of Randy's leadership is his commitment to developing future leaders. He actively identifies potential, mentors colleagues and creates opportunities for people to broaden their responsibilities and build confidence in more complex environments. His focus on empowerment has delivered tangible results, with multiple members of his leadership team progressing into larger roles and expanded responsibilities while maintaining exceptional retention across the management team.

At Metinvest Business Services, Viktoriya has redefined what financial leadership can achieve within a modern GBS organisation. Rather than focusing solely on budgets and financial controls, Viktoriya has championed an end-to-end view of service delivery, linking operational decisions, process efficiency, risk management and service quality directly to business value. This approach has provided teams with a clear framework for balancing productivity, data quality, customer outcomes and sustainable cost optimisation.

People development has been embedded into every aspect of the transformation journey. Teams have been encouraged not only to execute change but also to understand its business rationale, contribute ideas, analyse operational challenges and identify opportunities for improvement. By developing capabilities such as process thinking, risk assessment, business partnering and automation analysis, Viktoriya has empowered employees to take ownership of change and develop skills required for the future of GBS. Many team members have progressed into leadership roles within transformation initiatives and cross-functional working groups, building a strong pipeline of future leaders.