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-re