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.

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.