Running the teams nobody notices until something breaks — and making the case that shared services is a strategy, not a cost centre.
I’ve led operational teams across four continents, managed a $12M budget, navigated a major M&A integration, and run a shared services function serving seven internal business lines simultaneously. The consistent lesson: operations is never just a support function.
The data infrastructure, the process design, the platform decisions, the training programs — these are strategic choices that shape how fast the business can move. When shared services works well, nobody notices. When it doesn’t, everyone does.
This pillar covers the leadership side of shared services — roadmap management, stakeholder alignment, platform migrations, global operations, and M&A integration. The unglamorous work that compounds.
Leading distributed teams across time zones, cultures, and reporting structures — from follow-the-sun coverage design to global performance frameworks and cross-regional stakeholder management.
Running the ops workstream of a merger or acquisition — org design, people mapping, process unification, and the training that gets two organisations operating as one.
Moving a company from one platform to another — PSA migration, CRM transitions, BI environment overhauls. The change management layer that separates a clean migration from a two-year recovery project.
Leading global technical support across North America, EMEA, and APAC with 160–190 staff and a ~$12M operational budget, the mandate was clear: achieve continuous 24/7 coverage without adding headcount.
The Follow the Sun model mapped GMT-based shift handoffs across four regional centres — North America, Echt (Netherlands), Heathrow (UK), and Shanghai — so that as one region closed, the next was already live and briefed.