Conference Day Two

Wednesday, September 21, 2011

8:45 Chairperson Opening

Sam Poston
SVP
ScottMadden

9:00 The New Normal: The Evolution of the Finance Organizational Structure

  • Embracing shared services and outsourcing to lower the overall cost structure while improving customer service
  • Adding high-value processes and centers of expertise to leverage knowledge across the business
  • Incorporating Procurement into shared services models
  • Supporting continuous process improvement through dedicated resources
  • Leveraging data analytics to add value and improve performance

Brad Dement
Partner
ScottMadden

John Hayes
VP Finance Shared Services
RR Donnelley

9:40 Transformation of Management Reporting Function in a Global Organization - Shared Services as an Enabler

Over the last decade, Finance organizations have increasingly benchmarked themselves against best-in-class practices to become more cost efficient. Strategic resource placement is getting more common than ever and turning into “business as usual”. Today’s Finance organizations must look beyond the obvious efficiency drivers and view the function as a continuum of processes that culminate in reporting – GAAP, regulatory, management or analytics. It has to transform its way of doing business, and deliver value-added services to business partners to remain relevant and competitive. Having a clear strategy of understanding and enhancing Finance process maturity is key to delivering that success. In this session, we will learn how Citigroup’s Global Shared Services Organization are building on process maturity and creating an optimal service delivery model to support Citi Finance and Risk organizations.”

  • Designing and calibrating the operating model of an internal shared services organization
  • Setting goals against the model and driving excellence
  • Cutting through the jargon and getting tactical in measuring maturity of Finance processes

Arindam Mukhopadhyay
EVP
Citigroup SSO

10:20 Demo Drives In The Exhibit Hall

Demo the Latest Products in a Fun, Structured Setting…And We’re Giving Away Lots of Cash

During this 40 minute session you will visit 8 booths (of your choice) for 5 minutes each, receiving a speed version of the latest in finance transformation tools and technologies

11:00 Morning Networking & Refreshment Break

Process Excellence
Stream Sponsored By Trintech

Strategy & Operations

Finance Executive Board

(for pre-qualified buy side attendees)

Stream Chair: Vijay Damle, Tata Consultancy Services
11:45 – 12:25

Roundtable Discussion: Improving O2C Efficiency through Receivables Process Automation

  • Implement receivables automation within a Shared services environment
  • Evaluate lockbox process metrics & determining cost reduction measures
  • Enhance the speed and accuracy of cash application
  • Optimize credit & collections effectiveness

Ron Pool
Senior Manager
R.R. Donnelley Receivables, Inc

Darrin Brown
Manager, Payment Processing
YRC Worldwide North American Trucking

Timothy F. Ray
Director of Sales & Marketing
OpenScan

From Basic SLAs to Business Outcomes: Shifting the Focus of Your Outsourcing Relationship

After achieving huge cost reductions through labor arbitrage, continuous improvement can be sidelined. In this session, Andrew Simpson reveals how BP made significant ongoing cost reductions while improving service delivery.

  • Key lessons from both the outsourcer and BP’s business service center
  • Defining the seven key measures to ensure your outsourcer is making a difference
  • Ensuring both sides keep challenging the continuous improvement boundaries

Andrew Simpson
Head of American Business Services Center
BP

ERP Optimization: Capability is Key

So you’ve invested heavily in ERP, compliance, assurance and transformation, how do you know if you’re really improving?

  • Decrease operational cost and increase business agility..without going back to square one
  • Ensure your company’s ERP system incorporates the responsiveness needed to adapt to changing circumstances
  • Insist on a business case with measurable outcomes

James Waters
IT Manager
Pioneer Metal Finishing

Compliance & Risk – The New Normal

As Finance organizations are under the spotlight as never before, they have to deal with growing transaction volumes, ever more stringent SLAs and an increasing demand for transparency to meet audit requirements. During this interactive session we will discuss the ways in which we can achieve enhanced financial reporting, compliance and risk mitigation, focusing on the drivers for automation, benefits of, and challenges in, achieving operational excellence and next steps in process improvement.

Arindam Mukhopadhyay
EVP
Citigroup SSO
12:30 - 1:15

From Reconciling to Filing: The Last Mile of Finance Optimized

The R2R process has been the subject of transformation as the processes and technologies have evolved to the creation of a production platform, custom built to optimize finance operations.

  • See how technology can bring agility to the Last Mile of Finance
  • Understand how an integrated set of applications can create a reconciliation, close and reporting process that spans the globe, is agile to change and enforces controls
  • Gain visibility to operations enabling readily access to financial insights

Theresa Clark
VP Finance Transformation
Trintech

Leveraging HR and A/P as a Backbone for Building Better P2P and Vendor Management Processes

  • Utilize existing legacy data to significantly speed up the implementation of both P2P and Vendor Management system implementation
  • Receive insight into how the new uses of the data provides an excellent feedback loop to the legacy systems to keep the data current and accurate

Anders Lillevik
Chief Procurement Officer
Webster Bank

Roundtable: Do You Need BPO To Transform Your Finance Function?

  • Discuss the insource vs. outsource decision (whether or not you should outsource a "mess" to gain control, or if you should first stabilize and optimize an operation before sending the work to a third party)
  • Highlight how "customer service" is essential -- regardless of what functions are being outsourced (or centralized with an insource model for that matter)
  • Think about the relationship - from selection of the partner to execution of a recurring management process

Gary Walker
Senior Director, Global Shared Services
Molson Coors

Eric Galvin
VP Operational Effectiveness & Compliance
Cigna

1:15 Lunch

2:15 – 3:00

Transforming Payables from a Process Center to a Value Center: How to Leap from 10% to 95% Po Automation in Less Than Two Years

  • Discuss the attributes of each phase throughout the process (transactional, efficiency, value) and discuss the tools AP teams can use to move up the process continuum
  • Utilize P-cards to eliminate 50% of indirect spend paper
  • Automate employee expense reporting to increase control, efficiency and compliance

Eric Jones
Director Corporate Payables
Lowe’s Companies, Inc.

Closing the Books by WD 3 or Better? Automate the Process with Confidence

  • Examine the process of closing and financial reporting
  • Define responsibility and process ownership for this role
  • Gain advice on what to do when servicing multiple locations while managing compliance
  • Learn how the SSO can help reduce time to close

Josephine Smith
Enterprise Applications Analyst, ERP Service Integration, Enterprise Shared Services,Northrop Grumman

Laura Sereduck
CPA, BlackLine Certified Implementer, Solutions Consultant, BlackLine Systems

Vinjay Pinto
Director Finance Operations & Control Transfomation, Deloitte & Touche LLP

Successful Implementation of Automated Reconciliation Controls

Optimizing financial reconciliation and meeting reporting objectives are critical in today’s banking environments. However, increasing transaction volumes, multiple applications and disparate systems, and dynamic requirements make achieving these goals quite challenging. Learn more about the reconciliation trends and how M&T Bank has implemented automated controls and reconciliations in the Central Branch Operations area allowing them to significantly reduce risk, lower costs, increase operational efficiency, and improve resource productivity. Discussion will include:

  • Reconciliation Trends and Drivers
  • M&T Bank Central Branch Operations Overview
  • Business Challenge and Solution Implementation
  • Results and lessons learned
  • Expansion - Next Steps

Deanna M. Keane
Vice President - Centralized Branch Operations and ERS Support
M&T Bank

Rachael Narel
Unit Leader – Product Development
Infogix, Inc

Strategic Change Management: Surviving & Thriving Through Transition

Gaining the full support of business units and integrating your Finance strategy into overall company culture is a continuing challenge. Whether you are just beginning your journey or are in the process of developing a Centre Of Excellence, an effective and continuing change management strategy is a vital ingredient for achieving your vision. Once established though, your finance organization will take on a whole new agenda and drive positive change through the wider business

Karen Dobson
Director of Finance Shared Services
Coca-Cola Refreshments

3:05 Balancing a Local vs. Global Approach

Ongoing economic uncertainty has led global organizations to seek savings and operational improvements through global standardization initiatives and utilization of global talent pool. Balancing the substantial knowledge base in local personnel and insights gained through proximity to business versus the benefits of global standardization and resource deployment is a challenge for all global firms. During this session, we will discuss ways to strike this balance.

Gary Walker
Sr. Director of Finance
Molson Coors Brewing Company

Anindo Dutta
Vice President, Americas BPO
Hewlett-Packard Company

3:45 Afternoon Refreshment and Networking Break

4:30 SPLIT SESSION, CHOOSE FROM THE FOLLOWING

Maneuvering Through M&A: From Disparate to Dominate Synergies

  • Accelerating and expanding synergy capture
  • Process and technology simplification
  • Compliance
  • Talent Transition
  • Learning from past mistakes

Gabriel J. Parmese
SVP, GM Shared Services & Corporate Controller
Keane

Streamlining a Global O2C Process

  • Focus on the customer experience – how will you provide a higher level of service
  • Establish effective means of communicating with your team
  • Adopt standard turnaround metrics (DSO, Turnaround results, customer satisfaction) and report on them regularly
  • Establish effective governance meetings with the Business Units

Lew Bader
SVP, Global O2C
Pearson

5:15 Vendor Drives Continue

6:05 Cocktail Reception