SSC Business Transformation
Industry
Shared Services Center (SSC)
Project Type
Business Transformation
Services Provided
Project Management (lead role), Transformation Governance, Stakeholder Management, Delivery Coordination
Challenge
A multinational company launched an SSC transformation to standardize back-office operations across multiple countries and functions.
The initiative involved overlapping local processes, unclear ownership, and strong resistance from retained organizations.
Tight timelines and ongoing business operations significantly increased delivery and change risks.
Solution
A dedicated transformation PM framework was established, focusing on clear governance, phased rollout, and dependency management across functions and locations.
The project was structured around a realistic transformation roadmap, aligning global targets with local constraints.
Strong stakeholder engagement and decision forums ensured timely escalation and alignment throughout execution.
Results
The transformation was delivered according to the approved roadmap, enabling standardized processes across participating SSC sites without disrupting daily operations.
Decision-making speed and transparency improved significantly, while risks related to scope creep and local deviations were effectively controlled.
Value Delivered
The project reduced operational complexity and created a repeatable transformation model for future SSC initiatives.
Case Study: Pharma ERP Transformation
Industry: Pharmaceutical
Project Type: Corporate ERP Transformation
Services Provided: Project Management, Change and Stakeholder Management, Delivery Assurance
Challenge: A pharmaceutical company launched an ERP transformation to replace fragmented finance and supply chain systems. Regulatory compliance, validation requirements, and global rollout complexity posed significant challenges.
Solution: The PM established a structured delivery model with clear phase gates, validation milestones, and cross-functional coordination. Strong governance ensured alignment between IT, quality, and business stakeholders.
Results: The ERP system was deployed across key regions in compliance with regulatory standards and agreed timelines. Visibility and predictability of delivery improved across the organization.
Value Delivered: The project created a compliant, scalable ERP foundation supporting future growth and operational efficiency.
Banking Cloud Migration Program
Industry
Banking
Project Type
Cloud Migration
Services Provided
Program & Project Management, Risk and Dependency Management, Vendor Coordination
Challenge
A regional bank initiated a large-scale cloud migration to modernize legacy infrastructure while meeting strict regulatory and security requirements. Multiple vendors, parallel workstreams, and regulatory checkpoints created high delivery risk.
Solution
A centralized PM-led migration roadmap was introduced, integrating technical, compliance, and business milestones. Governance forums and risk controls ensured alignment between IT, security, and external vendors throughout execution.
Results
Critical systems were migrated according to regulatory timelines, with no major service disruptions. Improved coordination reduced delays across interdependent workstreams.
Value Delivered
The program enabled a secure and compliant transition to cloud infrastructure while strengthening delivery governance for future IT initiatives.
Alcoholic beverage company new production site start-up in US
Industry
Food and beverage
Project Type
Greenfield Manufacturing Transformation Programme
Services Provided
Project Management
Challenge
The client is executing a major strategy change in their North-America supply chain. A key cornerstone of that shift is to establish a new production facility that acts as one of their two major production and warehousing/distribution hubs. Key expectation is to drastically increase efficiency by automating the entire production and logistics processes.
Solution
The project I managed delivered all technology solutions necessary for the entire facility including basic infrastructure (NW, Wifi, servers, cabling/patching), all manufacturing and logistics solutions (labelling systems, Automated Guided Vehicles, energy and water/waste water tracking system, etc.), any facility related systems (Building Management System, CCTV, Physical Access Control), all end-user solutions (workstations, laptops, monitors, printers, access management, Zoom/training room solutions) as well as all business processes and technical integrations (manufacturing systems, SAP, 3rd party vendor systems).
Results
After an aggressive 1,5 years of execution, production startup took place with all business milestones met. 3 production lines are live producing finished goods shipped to the warehouse next door. All logistics solutions and integrations as well as the technology behind (e.g. AGV’s: forklifts without operators) support the process with no major flaws. During project execution there were certain changes in scope as the business expectations evolved, which resulted in increased budget, but no changes to the overall timeline.
Value Delivered
The project not only delivered a brand new facility with cutting edge technology, but it is now referenced as a blueprint for other sites. The solution used and the way they were implemented are the de-facto standards for the rest of the NAM supply sites to adopt. Key value add are increased robustness and security posture as well as the implementation based on a proper (non-organic) design.
Successful Integration of Retail IT Equipment and Systems Across 117 Service Stations in Under One Year
Industry
Fuel Technology, Retail, Downstream
Project Type
Post-Acquisition IT Integration Programme
Services Provided
Project Management Consulting, Technical Design and Delivery Consulting
Challenge
Following the acquisition of 117 new service stations, the company faced the challenge of migrating them from their legacy IT environment (hardware and systems) to a new, fully integrated ecosystem.
Due to acquisition-related competition restrictions, the project had almost zero visibility into the existing state of these stations.
Solution
The project began with a comprehensive discovery phase to assess the as-is situation and identify unsupported IT systems.
This was followed by solution design, procurement of necessary hardware, and development of new integrations. A proof-of-concept approach was applied in a controlled lab environment to validate changes before implementation.
The rollout included a pilot phase and full deployment across all stations – all completed within the ambitious timeline of less than one year.
Results
The discovery and proof-of-concept phases proved critical to success. Through these efforts, the team identified 10 previously unknown IT systems and developed 6 new software solutions and integrations.
Rigorous lab testing minimized surprises during the pilot rollout. The project adhered to the company’s PMO standards, ensuring structured governance.
Ultimately, all 117 stations were migrated according to plan, with zero outages during the transition.
Value Delivered
Thanks to detailed discovery and testing, the project was completed within the one-year timeframe, without major issues or budget overruns.
Achieving such results in a complex IT integration project is rare and demonstrates the effectiveness of the methodology and execution.
Electronic Invoicing Implementation Across Multiple European Subsidiaries
Industry
FMCG, Information Technology, Finance & Tax Compliance
Project Type
Regulatory Transformation Programme
Services Provided
Project Management, IT Project Delivery, Business Analysis, Compliance Consulting, Vendor Coordinationion
Challenge
The client needed to implement electronic invoicing across several European subsidiaries within a very short timeframe.
The project had to comply both with strict corporate group standards and with varying local legal and tax regulations. Failure to deliver on time would have resulted in substantial financial penalties and reputational risks.
In addition, the project faced constraints in internal SAP development resources and local tax advisory availability.
Solution
The project team collaborated with external tax advisory partners to design country-specific solutions aligned with local legal requirements. Internal business analysts and tax experts tailored the requirements to each market, while the SAP Competence Center assessed feasibility and resource allocation for the necessary developments.
A detailed project plan was created and approved through corporate governance forums, after which development and testing phases were launched. Unique country-specific challenges had to be solved, such as integrating local tax authority platforms in Romania or complying with mandatory cash register connectivity rules in Greece. The team also managed logistical complexities, such as relocating certified devices under strict local regulations.
Despite the high pressure and resource constraints, the team coordinated effectively between internal and external stakeholders, ensuring timely execution.
Results
The implementation successfully avoided severe financial penalties, estimated at several hundred thousand euros per quarter. All required subsidiaries met compliance deadlines, enabling legal electronic invoicing processes in alignment with group-level systems.
Country-specific risks, such as integration of external tax platforms and device certification requirements, were mitigated within the project scope. The project strengthened collaboration between internal IT, business, and tax teams, and also improved the client’s ability to rapidly respond to changing regulatory environments.
Although mandatory in nature, the solution delivered clear value by protecting revenue and reputation, and by ensuring business continuity across multiple markets.
Value Delivered
The project eliminated the risk of recurring regulatory fines, amounting to several hundred thousand euros per quarter. It safeguarded the company’s reputation and ensured compliance with both corporate and local standards.
The solution created a unified, SAP-integrated process for electronic invoicing, enhancing the client’s operational resilience across Europe.
One of Hungary’s Largest Investment Agency Streamlines Operations with Integrated Business Management System
Industry
Financial and Investment Services
Project Type
Business Transformation
Services Provided
Project Management, Project Consulting, Process Mapping, Technical Specification Design, Organizational Change Management
Challenge
One of Hungary’s largest investment agency was operating with five isolated business systems, leading to duplicated work, inefficient parallel processes and fragmented data management. The agency aimed to implement an integrated business management system that would provide authorized users with seamless access to project data at all stages, improve both front-office and back-office process efficiency, and reduce manual effort and administrative overhead.
Solution
The project began with a six-month preparation phase, followed by a detailed technical design and a nearly five-month approval process. The solution involved comprehensive mapping of front-office and back-office processes, capturing overlaps and cross-functional workflows in process maps. A custom software solution was developed based on these specifications, incorporating external APIs for automated data exchange (e.g., with company databases and financial service providers) and integrating an electronic signature workflow. Key users and stakeholders were actively engaged in defining requirements, testing functionalities, and supporting change management efforts to ensure adoption.
Results
• The new solution is expected to eliminate redundant data entry and minimize parallel work, freeing up substantial time for value-adding activities
• Processes that previously relied on manual handling and internal mail (or informal means) are now managed digitally, with automatic routing for approvals and signatures
• Front-office and back-office functions are integrated into a unified system, supporting faster decision-making and data accessibility for managers at various levels
• The software’s automation features are designed to significantly reduce processing times, improve data accuracy, and support compliance requirements
Value Delivered
The integrated system delivers a unified platform that simplifies daily operations, enhances flexibility, and improves access to critical project data. By automating and digitizing workflows, the agency can significantly reduce administrative workload, accelerate project cycle times, and improve overall organizational efficiency.
HR Operating Model Transformation Across Multiple Countries
Industry
Shared Services Center (SSC) – HR
Project Type
Business Transformation (HR SSC Transformation)
Services Provided
Project & Program Management (lead role), Transformation Governance, Stakeholder Management, Delivery Coordination
Challenge
A global organization decided to transform its fragmented HR operations into a centralized SSC model, covering multiple countries and business units.
Local HR teams operated with different processes, tools, and service levels, many of which had evolved organically over time. While leadership aimed for standardization and efficiency, local stakeholders were concerned about losing flexibility and control, especially in sensitive areas such as payroll, employee lifecycle management, and local compliance.
The transformation also had to be delivered alongside ongoing HR operations, with limited capacity from key business experts and high dependency on parallel initiatives such as system harmonization.
Solution
A structured transformation programme was introduced, with a strong focus on governance, transparency, and realistic phasing.
From a PM perspective, the priority was to bring clarity into a highly complex environment: defining scope boundaries, aligning global and local expectations, and introducing a clear roadmap with phased country onboarding. Governance forums were established to enable timely decision-making, particularly in cases where global standards conflicted with local requirements.
Stakeholder engagement was treated as a critical success factor. Rather than forcing standardization, the programme created space for structured dialogue, allowing local teams to challenge and refine the target operating model while maintaining overall direction.
Results
The HR SSC model was successfully implemented across multiple countries in line with the transformation roadmap.
Standardized processes were introduced in key areas such as employee onboarding, personnel administration, and reporting, while critical local requirements were preserved where justified. Initial resistance decreased over time as the new model demonstrated improved service consistency and clearer ownership.
The programme also improved coordination between HR, IT, and external partners, enabling smoother execution in later rollout phases.
Value Delivered
The transformation established a scalable HR operating model, reducing process fragmentation and improving service transparency across the organization.
By strengthening programme governance and execution discipline, the company increased its ability to deliver complex, cross-country transformations while maintaining business continuity. The SSC foundation also enabled future automation and digital HR initiatives.
Legal & sustainability and global procurement collaboration
Industry
Business Services Center (BSC) / Shared Services
Project Type
Business Transformation (Procurement, Legal & Sustainability Integration)
Services Provided
Project Management (lead role), Transformation Governance, Cross-functional Coordination, Change Management
Challenge
A global organization initiated a transformation to fundamentally reshape how Legal & Sustainability and Global Procurement functions collaborate within its BSC environment.
Previously, these functions operated in silos, with fragmented processes, inconsistent data handling, and limited visibility across regions. This resulted in inefficiencies, compliance risks, and delays in procurement cycles—especially when legal and sustainability requirements had to be enforced retroactively.
The objective was not only to improve collaboration, but to redesign processes, align governance, and introduce an integrated operating model supported by a new system landscape.
The transformation had to be delivered across a fully virtual, cross-regional organization, while managing strict corporate deadlines and ensuring the secure migration of sensitive legal and procurement data.
Solution
The initiative was repositioned and managed as a cross-functional transformation programme rather than a coordination project.
From a PM perspective, the focus shifted to establishing a unified operating model: aligning procurement, legal, and sustainability processes into a single, structured workflow supported by clear ownership and governance.
A hybrid delivery model was applied—Agile for iterative solution development and stakeholder alignment, and a milestone-driven approach for compliance-critical deliverables. Governance forums were introduced to accelerate decision-making and resolve cross-functional conflicts early.
Special attention was given to stakeholder alignment across regions and cultures. Instead of treating cultural differences as a constraint, the programme leveraged them through structured workshops and alignment sessions, ensuring that the new model was both globally consistent and locally workable.
Data migration was managed as a critical transformation stream, with phased rollout, strict validation protocols, and close coordination between business and IT to ensure integrity and compliance.
Results
The programme successfully transitioned the organization from siloed operations to a more integrated, process-driven collaboration model between Procurement, Legal, and Sustainability.
Procurement cycle times were reduced by 25%, driven not only by efficiency improvements but by earlier integration of compliance requirements into the process.
Cross-functional collaboration improved significantly, supported by clearer roles, standardized workflows, and more effective communication structures. The organization also achieved near-complete adherence to project timelines, despite the complexity of the transformation.
The migration of sensitive data was completed without compliance breaches, strengthening trust in the new system and processes.
Value Delivered
The transformation delivered measurable efficiency gains while significantly reducing compliance risks through earlier and more structured integration of Legal and Sustainability into procurement processes.
More importantly, it established a scalable cross-functional operating model within the BSC, improving transparency, accountability, and decision-making across regions.
The programme also demonstrated that complex, globally distributed transformations can be successfully delivered with the right governance, stakeholder alignment, and disciplined execution.
Client Testimonial
“The transformation fundamentally changed how our teams work together. What used to be a fragmented, reactive process is now a structured, integrated way of working across Procurement, Legal, and Sustainability—delivered in a highly complex, global environment.”
Global SAP S/4HANA Rollout Stabilizes Delivery Across Multiple European Entities
Industry
Manufacturing / Global Shared Services
Project Type
SAP S/4HANA Rollout Programme
Services Provided
Program & Project Management (lead role), Rollout Governance, Stakeholder & Vendor Management, Delivery Coordination
Challenge
A global manufacturing company initiated an SAP S/4HANA rollout programme across multiple European entities as part of a broader finance and operations transformation.
While a global template already existed, local entities had significantly different legacy processes, data quality issues, and varying levels of SAP maturity. Business stakeholders were concerned about losing critical local functionalities, while central leadership pushed for strict standardization.
At the same time, the programme had to run alongside ongoing operations, with limited availability of key business users and heavy dependency on external SAP implementation partners.
Solution
A structured rollout approach was introduced, balancing global template adherence with controlled local adaptations. The programme was reorganized into clear deployment waves, each with defined scope, governance checkpoints, and go/no-go criteria.
From a PM perspective, the focus was on stabilizing delivery: clarifying roles and responsibilities across global, local, and vendor teams; introducing transparent planning and dependency tracking; and establishing regular decision forums to resolve conflicts between standardization and local needs.
Particular attention was given to stakeholder alignment and expectation management. Business involvement was actively driven through structured workshops and milestone reviews, ensuring that key risks surfaced early and decisions were made in time.
Results
The rollout programme regained control over scope, timelines, and dependencies, allowing multiple entities to go live in line with the revised roadmap.
Despite initial resistance, local organizations adopted the global template with only limited, justified deviations. Critical risks related to data migration, testing, and business readiness were identified and mitigated before go-live.
The programme also improved collaboration between business, IT, and external partners, reducing friction and enabling more predictable delivery in subsequent rollout waves.
Value Delivered
The initiative established a scalable and repeatable rollout model for SAP S/4HANA across the organization.
By strengthening programme governance and execution discipline, the company reduced delivery risks and improved confidence in large-scale transformation initiatives. At the same time, it preserved business continuity and laid the groundwork for long-term process standardization and efficiency gains.
Global SAP S/4HANA Rollout Stabilizes Delivery Across Multiple European Entities
Industry
Manufacturing / Global Shared Services
Project Type
SAP S/4HANA Rollout Programme
Services Provided
Program & Project Management (lead role), Rollout Governance, Stakeholder & Vendor Management, Delivery Coordination
Challenge
A global manufacturing company initiated an SAP S/4HANA rollout programme across multiple European entities as part of a broader finance and operations transformation.
While a global template already existed, local entities had significantly different legacy processes, data quality issues, and varying levels of SAP maturity. Business stakeholders were concerned about losing critical local functionalities, while central leadership pushed for strict standardization.
At the same time, the programme had to run alongside ongoing operations, with limited availability of key business users and heavy dependency on external SAP implementation partners.
Solution
A structured rollout approach was introduced, balancing global template adherence with controlled local adaptations. The programme was reorganized into clear deployment waves, each with defined scope, governance checkpoints, and go/no-go criteria.
From a PM perspective, the focus was on stabilizing delivery: clarifying roles and responsibilities across global, local, and vendor teams; introducing transparent planning and dependency tracking; and establishing regular decision forums to resolve conflicts between standardization and local needs.
Particular attention was given to stakeholder alignment and expectation management. Business involvement was actively driven through structured workshops and milestone reviews, ensuring that key risks surfaced early and decisions were made in time.
Results
The rollout programme regained control over scope, timelines, and dependencies, allowing multiple entities to go live in line with the revised roadmap.
Despite initial resistance, local organizations adopted the global template with only limited, justified deviations. Critical risks related to data migration, testing, and business readiness were identified and mitigated before go-live.
The programme also improved collaboration between business, IT, and external partners, reducing friction and enabling more predictable delivery in subsequent rollout waves.
Value Delivered
The initiative established a scalable and repeatable rollout model for SAP S/4HANA across the organization.
By strengthening programme governance and execution discipline, the company reduced delivery risks and improved confidence in large-scale transformation initiatives. At the same time, it preserved business continuity and laid the groundwork for long-term process standardization and efficiency gains.
