Intercompany Process Transformation Leader

SCOPE AND PURPOSE

This senior role is responsible for driving the execution of the Intercompany process transformation agenda, ensuring that initiatives defined in the global Intercompany roadmap are delivered effectively and consistently across the organization.

Acting as a central connector with a strong end‑to‑end (E2E) perspective, the Intercompany Process Transformation Leader coordinates cross‑functional delivery across Finance, Tax, GBS, IT, and Business Units, ensuring alignment with enterprise objectives.

The role plays a critical part in driving process excellence, cross‑functional collaboration, and continuous improvement across Quote‑to‑Cash, Record‑to‑Report, and Order‑to‑Cash intercompany touchpoints, ensuring scalability, compliance, automation, and measurable business outcomes

The incumbent works closely with global process owners, process experts, and business stakeholders to ensure initiatives are implemented in line with global standards and future‑state operating models, while supporting large‑scale transformation programs, including ERP initiatives such as SAP S/4HANA.

Operating in a complex, global environment, the role emphasizes structured execution, strong governance, stakeholder alignment, and measurable value realization

DUTIES & RESPONSIBILITIES

• Lead the end‑to‑end execution of Intercompany transformation initiatives, ensuring delivery against scope, timelines, and value realization targets.
• Translate strategic Intercompany objectives into structured execution plans, workstreams, and actionable deliverables.
• Drive implementation in close collaboration with Finance, Tax, GBS, IT, and business teams.
• Proactively manage risks, dependencies, and interdependencies across Intercompany initiatives.
• Partner closely with E2E Intercompany Process Owners and Process Experts to execute initiatives defined in the Intercompany roadmap.
• Ensure alignment between process design intent and execution outcomes across regions and entities.
• Support prioritization and sequencing of initiatives based on business impact, risk, and feasibility.
• Apply strong understanding of Intercompany processes within the broader E2E value chain (e.g., Record‑to‑Report, Order‑to‑Cash, Procure‑to‑Pay) to ensure seamless integration.
• Identify upstream and downstream impacts, ensuring consistency, scalability, and sustainability of solutions.
• Provide informed challenge and expert input to ensure executable and compliant outcomes.
• Engage and influence senior stakeholders across Finance, Tax, IT, GBS, and business units globally.
• Drive cross‑functional alignment and ensure commitment to delivery milestones and outcomes.
• Facilitate decision‑making in a complex, matrixed, global environment.
• Establish and lead robust governance structures, including steering committees and program cadences.
• Track progress through KPIs, milestones, and value realization metrics.
• Ensure transparency through structured reporting and effective escalation management.
• Develop and deliver high‑quality executive presentations on transformation progress, risks, and outcomes.
• Translate complex Intercompany process and program topics into clear, actionable insights.
• Support senior leadership decision‑making through data‑driven recommendations.
• Apply structured transformation and delivery methodologies (Agile, Waterfall, Lean) to ensure disciplined execution.
• Promote standardization, simplification, and continuous improvement across Intercompany processes.
• Embed change management practices to ensure adoption and sustainability of implemented initiatives.

KEY PERFORMANCE INDICATORS

• Degree of standardization and harmonization of Intercompany processes
• Improvement in Intercompany KPIs (cycle time, reconciling items, dispute aging, on‑time settlement)
• Reduction in manual effort and exceptions
• Compliance and audit findings related to Intercompany accounting and settlements
• Measurable value realization from Intercompany transformation initiatives