GPO Record to Report Director

Basic Function

The Global Process Owner (GPO) is accountable for the assigned end-to-end process overall performance in relation to the established key deliverables.  This position provides leadership and develops/enforces governance to ensure business results are achieved through the application of continuous improvement, meaningful prioritization, digitization, utilization of global resources, and effective project management.

Role Description

• The GPO ensures governance and proactive development and enhancement of their end-to-end process across the enterprise. 
• The GPO must collaborate with process stakeholders and peer process owners to ensure effective and efficient process operations and identification and leverage of cross process synergies. 
• The GPO exercises effective leadership by influencing broad groups across the enterprise at various levels of seniority, most importantly those senior to them, and by mobilizing other groups’ resources as needed to support initiatives and projects. 
• The GPO also monitors process performance and prioritizes and drives process related investment decisions and implementation, in line with the available IT resources. 
• The GPO is accountable for ensuring process compliance with all relevant legislation and company policies. 
• The GPO is responsible for the on-going coaching and development of assigned employees, direct and indirect reports, globally and across functions. The GPO will impact and influence others across the entire organization as well as hire, manage, and develop a skilled staff and work environment to meet objectives.
• The GPO for R2R will govern and influence the end-to-end transactional processes related to finance, manufacturing, supply chain, customer service, sales, and corporate and global business services including technology, data, and performance management throughout the organization impacting the R2R experience for internal and external customers and colleagues.  The R2R process includes, but is not limited to the following accounting subprocesses: fixed assets, leases, inventory, general and corporate accounting, as well as, close and consolidations, internal and external reporting, financial planning and analysis, tax and treasury.  
• Each individual subprocess within R2R consists of complex layers of additional sub processes, each having interdependencies across Finance and across the broader organization.  The GPO is expected to understand how the different areas liaise with each other, who the key stakeholders are, and build relationships accordingly to secure “buy in” and sell the vision and concept across the stakeholders. 
• This role must understand the effect of each subprocess in the global R2R process on other functional areas and drill down into activities that have material impact for R2R success, analyze where bottlenecks and leakages occur, and determine which metrics to measure and improve in order to optimize the customer experience and financial results. 

Responsibilities

Establish End-to-End Process Vision & Develop Process Roadmap 

• Define and communicate a clear vision and strategy for end-to-end process across the operating model 
• Develop and translate strategy into overall R2R process key deliverables, operational goals, objectives, and process roadmap 
• Lead the execution of a global strategy for an end-to-end process including associated policies and technologies 
• Research and stay abreast of process trends and leading practices occurring in the marketplace to inform strategic direction and process enhancement 
• Collaborate with all departments to ensure consistency in approach and execution of performance improvement strategies across the Company
• Partner with ITS and other functional Process Owners to drive end-to-end process view for projects/initiatives and ensuring such projects align with broader Company strategy

Build a Process Framework for Continuous Assessment of Efficiency and Effectiveness

• Identify processes and establish framework for maintaining the documentation
• Identify appropriate KPIs aligned with objectives and establish framework for reporting and monitoring them
• Establish an environment for documentation of processes and procedures and hold others accountable for the completion (ie STI goal)
• Perform continuous assessments with root cause analysis 
• Perform process mapping and collaborate with peer global process owners to document end to end touchpoints and with Internal Controls to support fit-for-purpose control environment

Monitor Process Performance & Identify Opportunities 

• Develop and review end-to-end process performance and provide ongoing governance for process adoption and business demand by means of comprehensive formalized Service/Operating Level Agreements (SLA)
• Participate in Business Process Organization (BPO) committees and other governance boards to provide input on items such as process scope and service delivery and assist in resolving operational issues 
• Be the escalation point for SLA concerns, address audit findings and solution other problem areas
• Develop and operationalize applicable reporting and analytics to measure the efficacy and efficiency of assigned end to end process using external benchmarking as appropriate to compare with best in class performers 
• Develop and maintain effective working relationships with LYB leadership to rapidly identify, curate and scale best practices across the company

Prioritize & Secure Funding for Process Improvement Opportunities

• Create a prioritized, metric driven, pipeline of process related improvements and opportunities 
• Determine which opportunities to pursue with a focus on reducing process costs, increasing efficiency, enhance customer experience and maximizing investment returns 
• Build business cases to quantify the cost and value of process opportunities and advocate for funding as necessary 
• Drive projects and initiatives which deliver value through standardization, automation and leveraging shared services
• Effectively reprioritize and balance the continuous improvement needs across the RTR cycle
• Coordinate division and department resources to ensure successful execution of prioritized opportunities 

Leadership Responsibilities

Drive Process Improvements 

• Drive global deployment and adoption of a standard end-to-end process, with regional and local requirements customization only when necessary 
• Make key decisions related to the process, including target setting, process performance, and financial management 
• Drive major process redesign efforts and provide support for their successful implementation and change management 
• Support IT projects that impact the global process and partner with ITS to lead long range planning process across RTR, collaborating with other functions
• Establish and maintain operating rigor around projects, keeping the RTR BPO leaders, Steering Committee and other stakeholders abreast of status
• Continuously update the roadmap, manage the project funding requests and prioritization of projects
• Approve project team governance including Steer Co members 
• Participate in stage gate health checks on projects

Promote Process Oriented Culture 

• Inspire culture of empowerment, accountability and drive  rigor for process optimization.
• Advise and mentor the broader organization on continuous improvement. Collaborate on developing systems, processes, metrics and analytics necessary for success in their functions.
• Provide guidance to operations leaders globally; collaborate with international colleagues on best practices and work to ensure unified approaches to process excellence
• Act as a key stakeholder to foster a culture which monitors and meets the needs of the business through process excellence and metric-driven continuous improvement 
• Collaborate with corporate functions, data owners/stewards, and peers to ensure standardization and alignment across policy, process, and data 
• Collaborate to ensure resources are properly trained on processes, policies, and systems 
• Build and maintain relationships at all levels throughout the organization 
• Promote shared service solutions and capabilities to other groups, especially for manual transaction processing 

Decision Making Capabilities 

• Determine how to operationalize process in alignment with strategic vision 
• Decide which process improvement opportunities to pursue 
• Determine prioritization of process opportunities in pipeline 
• Recommend and support enabling technology or shared service decisions for end-to-end process

Min. Qualifications

• Leadership at the manager/process-owner level in a large, complex global organization with responsibilities for people, process, resources (budget, equipment, intellectual property) and results. 
• Bachelor’s degree required. Degree in Business Administration, Accounting, or Finance or related field preferred.
• Master’s or advanced degree preferred. 
• Typically, 15+ years of relevant experience. 
• Demonstrated ability in several leadership competencies compatible with the LYB culture: collaborative, flexible, innovative, and results-oriented.
• Strong leadership, teamwork and communication skills plus the ability to manage multiple diverse issues. 
• Able to lead strategically with ability to advise and challenge senior leaders in a collaborative environment, focused on the success of the business and driving key outcomes.
• Able to build strong partnerships with other leaders and able to tailor communication style, frequency and approach for multiple audiences, including working teams, colleagues, and senior executives. 
• Highly organized with strong work ethic, project management and problem-solving skills.  Proven excellence in process management skills, change management, six sigma/lean practical experience is desirable (certification is a plus). 
• Strong role model with passion for excellence; able to motivate and inspire teams; recognized as impactful leader with proven record of building and maintaining continuous improvement culture. 
• Ability to drive improvements, results driven. 
• Broad experience and understanding of system/SAP disciplines, standards and best practices. 
• Proven record of successful implementation of complex solutions.

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