VP Finance, Global Business Services

The Vice President, Global Business Services (GBS) leads a large, globally distributed organization across end-to-end service towers, centers of excellence, process excellence, data enablement, digital transformation, business insights, and regional delivery hubs. The model integrates ULS talent and strategic delivery partners to serve the enterprise at scale.

The Vice President, Global Business Services is the enterprise executive accountable for the strategy, operating model, performance, transformation, talent, controls, and sustained value delivery of GBS. The role has evolved well beyond traditional shared services leadership. It combines global operations, end-to-end process ownership, business partnership, digital and AI enablement, data and insights, and transformation.

The leader sets the aspiration for GBS and converts it into a sequenced portfolio of structural, operational, digital, and capability-building priorities. The role must simultaneously protect day-to-day service, improve customer outcomes, working capital and cost efficiency, modernize the footprint, and build scalable capabilities that position GBS as a trusted enterprise partner.

• Enterprise strategy and operating model:
  Define and continuously evolve the GBS strategy, service portfolio, governance, delivery footprint, tower model, centers of excellence, and location strategy in alignment with enterprise and CFO priorities.
• End-to-end accountability:
  Drive ownership across Order-to-cash, invoice-to-pay, payroll, customer care and certification operations, master data and data enablement, with clear process boundaries, service expectations, controls, and decision rights.
• Operational performance:
  Lead a disciplined performance system anchored in SLAs, KPIs, quality, productivity, capacity, cost-to-serve, working capital, customer experience, risk, and control effectiveness. Intervene quickly where performance or business outcomes are at risk.
• Transformation portfolio:
  Sponsor and govern a complex portfolio of operating-model, process, automation, AI, data, technology, and integration initiatives. Ensure investments have clear outcomes, owners, milestones, controls, adoption plans, and measurable benefits.
• Digital, data and AI agenda:
  Build future-ready capabilities through intelligent automation, AI-enabled service delivery, governed data foundations, decision-focused insights, and thoughtful integration of technology into redesigned processes.
• Business partnership:
  Serve as a senior advisor to the CFO, Finance Leadership Team, business segments, functions, and technology leaders. Translate enterprise needs into scalable solutions while challenging fragmented work, avoidable complexity, and local optimization.
• Talent and culture:
  Build a diverse, high-performing global team; create succession depth and career pathways; strengthen site leadership and capability academies; and foster a culture of accountability, inclusion, continuous improvement, learning, and enterprise-first decision-making.
• Risk, controls and compliance:
  Maintain a strong control environment across global operations, including SOX and financial reporting controls, audit readiness, data governance, third-party oversight, policy compliance, business continuity, and sustainable remediation.
• Partner and commercial leadership:
  Own strategic service-provider relationships, statements of work, commercial protections, performance commitments, transition governance, quality assurance, and continuous value realization.
• Enterprise change and integration:
  Lead sensitive global transformations, acquisitions, separations, transitions, and new-scope migrations with disciplined Day 1 readiness, stakeholder alignment, communications, talent planning, and stabilization.

• 15+ years of progressive experience, including significant executive leadership of large-scale global operations, shared services or GBS, and enterprise transformation in a complex multinational environment.
• Demonstrated success transforming a shared-services organization into an integrated GBS model with stronger end-to-end ownership, scalable delivery, measurable enterprise value, and disciplined governance.
• Executive presence and credibility to advise, influence, and challenge C-suite leaders, business presidents, functional executives, boards, auditors, and external partners.
• Proven ability to lead a broad portfolio spanning finance operations, customer operations, payroll, procurement operations, master data,…