Global Business Services Director

Mission

To build on the existing Shared Services Centre (SSC) organisation, transforming it into a Global Business Services (GBS) organisation, and to ensure Azelis is ready for it - evolving the organisation, operating model and capabilities, and preparing the business for the change. Once this foundation is in place, to drive standardisation, automation and data-driven decision making that create measurable business value, positioning GBS as a strategic partner to the Executive Committee rather than only a back-office service function.

Main accountabilities

Strategy & transformation

- Phased roadmap - Build and execute a multi-year, phased GBS roadmap, translated into clear near-term priorities and milestones. - Design phase - Prepare and onboard the project team; design the future state and organisational structure; drive stakeholder alignment; develop the transition roadmap and talent strategy; and design site enablement. - Prepare phase - Establish the governance and leadership structure; prepare the operational infrastructure and site launch; develop change management strategies; and finalise the talent strategy and training plan. - Deliver phase - Implement GBS governance and KPI tracking; track and realise value; onboard and train associates; stand up the site; and execute the transformation and go-live. - Beyond - Expand - Extend GBS to other functions and processes, based on clear business cases and organisational readiness. - Transformation mindset - Champion continuous improvement, simplification and innovation across GBS, rather than steady-state operations.

Operating model & governance

- Design the future-state GBS operating model, including end-to-end process maps and the location strategy. - Establish the Global Process Owner roles and the GBS governance structure, with clear ownership, decision rights and accountability for each end-to-end process. - Drive end-to-end process standardisation, balancing global consistency with local and business-specific needs. - Own GBS business planning, budget and resources. - Monitor benefits, risks and mitigating actions; resolve issues escalated from GBS or regional level.

Service excellence & customer experience

- Ensure consistent, reliable service delivery to local and regional teams across more than 60 countries, managing the complexity of standardising processes across different regulatory, fiscal and cultural contexts. - Own service quality as a key requirement - setting clear standards, monitoring user satisfaction and performance, and acting promptly where delivery falls short. - Define and evolve the service catalogue, SLAs and performance framework. - Govern service change requests so changes are assessed, approved and implemented without affecting delivery quality. - Build a customer-centric, continuous improvement culture where service excellence is the standard.

Digitalisation & automation

- Define and deliver the GBS digital and automation roadmap with the Group Information Services Director, making automation and simplification a core lever of the transformation. - Simplify and standardise processes before automating, then scale intelligent automation and AI-enabled service delivery across countries. - Build reliable data and reporting that enable data-driven decision making for the Executive Committee and the business. - Drive the adoption of new digital tools and ways of working across local, regional and Group teams.

Enterprise value creation

- Own the GBS value case, delivering measurable cost, productivity and quality improvements through standardisation, automation and process redesign. - Track value realised against the business case through clear KPIs, and report progress transparently to the CFO and Executive Committee. - Build a scalable GBS platform that supports Azelis’ growth, including the fast integration of acquired companies. - Free up capacity in local and regional teams so they can focus on customers, principals and growth.

Stakeholder leadership

- Act as a strategic partner to the CFO and Executive Committee, aligning GBS priorities with Group objectives and growth ambitions. - Build strong partnerships with regional leadership teams and function heads (Finance, HR, SHEQ, IT, Supply Chain etc.), securing their sponsorship and commitment at each phase of the transition. - Balance global standardisation with local needs, building consensus and taking clear decisions when trade-offs are required. - Manage key external partners, including technology and service providers, in support of GBS priorities.

Organisation & talent

- Lead the reshaping and strengthening of the GBS organisation with the Regional CFO, regional HR Directors and Group Information Services Director, including recruiting key leadership and staff positions. - Guide them through workload rebalancing during the transition and stabilisation phases. - Partner with HR on the GBS talent strategy, developing and deploying talent where it is needed most. - Build a diverse, collaborative organisation, with associate engagement as a leadership priority.

Living our values

- Leads by example in embedding Azelis’ values, fostering a culture that is innovative and resourceful, agile and empowered, collaborative and respectful, and transparent and results oriented.

People management responsibilities

-

Team leadership - Leads a geographically dispersed GBS leadership team and organisation, largely remotely and across time zones. Sets a clear direction and shared purpose, builds a sense of belonging and keeps teams connected, engaged and accountable wherever they are based. - Inspiring & engaging - Inspires and mobilises people around the GBS vision and the transformation journey; acts as a visible role model; communicates openly and regularly, recognises contributions and sustains energy and engagement through periods of change. - Coaching - Acts as a coach to direct reports and the wider GBS leadership team; holds regular, meaningful conversations, gives honest and constructive feedback, and empowers leaders to take ownership and make decisions. - Facilitation & collaboration - Brings people together, virtually and in person, to solve problems, share best practice and align on priorities across teams, regions and cultures; creates an inclusive environment built on trust, where different views are heard. - Talent development - Identifies, grows and retains talent; builds succession for key GBS roles; creates development opportunities, including mobility across regions and functions, to build the capabilities the organisation will need. - Performance management - Sets clear objectives and expectations aligned with GBS priorities; reviews performance regularly, recognises achievements and addresses underperformance promptly and fairly.

Skills

Leadership & core skills

- Strategic Enterprise Leadership (Advanced) - Strong enterprise mindset and strategic thinking; able to see the bigger picture, connect operational choices to long-term value, and make sound decisions on complex and ambiguous issues. - Executive Influence & Stakeholder Management (Advanced) - Credible and trusted presence at the most senior levels; strong influencing, negotiation and communication skills; able to build consensus across functions, regions and competing interests. - Leading Global Teams & Talent (Advanced) - Inclusive leadership style, at ease leading diverse teams remotely and across cultures; a natural coach and facilitator, able to inspire people, build trust and bring out the best in others. - Change, Innovation & Continuous Improvement (Advanced) - Strong change leadership capability; resilient and comfortable with ambiguity; curious and open to new ideas, with the courage to challenge the status quo and a continuous improvement mindset.

Technical skills

- GBS Strategy & Operating Model Design (Advanced) - Deep knowledge of GBS and shared services operating models, sourcing options (in-house, hybrid, outsourced) and location strategy; expertise in service management, governance, internal controls and risk frameworks. - Enterprise Process Transformation (Advanced) - Expert in end-to-end process design and standardisation; strong command of Lean Six Sigma and continuous improvement methods, Global Process Owner models and KPI-based performance management. - Digital, Automation & AI Leadership (Advanced - mandatory) - Strong understanding of ERP platforms, intelligent automation/RPA and AI applications in service delivery; data literate, able to judge where technology adds most value and to use analytics to guide decisions. - Financial & Value Management (Advanced) - Strong financial acumen in business case modelling, budgeting, cost-to-serve and productivity analysis, ROI and value tracking, and chargeback and cost-allocation models.

Education & Experience

-

Education - bachelor's degree in finance, Accounting, Business Administration, Economics, Information Systems or a related field (or equivalent combination of education and experience); a master's degree (e.g. MBA, Finance) is preferred. Relevant professional certifications (e.g. Lean Six Sigma, process excellence, change management, ACCA/CPA) are a plus. - Experience - Minimum 15 years of leadership experience in industry, within a complex, multi-country with organisation. Experience in the chemical sector or an equivalent industry is a plus. - International experience - Required. Has lived and worked in different countries, with a strong understanding of cultural differences and local specificities, and the ability to lead effectively across them. - Transformation leadership - Proven transformation leader with a track record of leading large-scale change across functions and countries. Must have experience in building and scaling a GBS or shared services organisation, from set-up through to a mature operating model. - Strategic & financial acumen (preferred) - Ability to develop and execute short- and long-term strategy; comfortable with financial analysis, including reviewing cost data and building business cases; sound understanding of the risks affecting global service delivery. - Leadership & influence - Demonstrated decision-making authority; strong leadership skills with the ability to motivate others and build consensus across competing points of view. - Stakeholder & communication skills - Strong stakeholder management and communication skills; builds trusted relationships with senior stakeholders, including the CFO, Executive Committee and regional leadership teams; strong negotiation and conflict management skills; communicates clearly, orally and in writing, and influences through one-to-one conversations, formal presentations and group discussions, backed by relevant metrics. - Organisational discipline - Strong planning, focus, and organisational skills, with a customer-oriented mindset in identifying and prioritising improvement opportunities. - Language Skills - Excellent command of Business English, with the ability to communicate clearly, professionally, and effectively, both verbally and in writing, across diverse audiences and stakeholder groups in a global business environment.