- Leading Global Team (Philippines, Netherlands), helping with transformation and creation of the Service Delivery & Operations organisation across entire Corporate. - Leading creation of the IT service-oriented, user-centric culture focused on the user experience. - Creating Global Service Desk function and building SD&O Department. - Being a horizontal link between Global. - Operations towers, COEs and Solutions. - Building relationships with Application Managed Services and Partners. - Helping company to transform organisation to be professionalised and ready to support S/4 Hana global solution around the Globe.

Led Global Team (Brazil, India, Lithuania, Peru, Philippines, Poland, UK), coordinating global service delivery to 20K users across 70+ countries. Drive strategy development and operations of enterprise Service Management. Guarantee service delivery to scope and quality, on time, and within budget; and ensure alignment to business objectives. Coordinate strategic collaborations and present progress report to executive teams. Partner with Security Operations to safeguard in- house/cloud-based platforms, hybrid workplace, and software/hardware assets, mitigating security risks and proactively responding to Day Zero vulnerabilities (CrowdStrike, Kenna, Qualys, Zscaler). Head risk mitigation operations and patch management strategies. Control Identify Access Management and Global Access Management. Nurture strategic partnerships with HCL, Infosys, iSOFT Stone, Akamai, Dell, Cisco, VMware, 1E, and Pager Duty. • Spearheaded service design and solutions and transition and change management initiatives by applying Agile and Waterfall methodologies. • Designed hybrid users’ model and support integration and adoption of model following Avon’s acquisition by Natura. • Created country-specific Business Impact Analysis for disaster recovery assessments. • Completed major license vendor’s inventory to mitigate non-compliance. • Delivered scalable online Service Operational Reporting structure, both geographically and platform-level. • Completed CDMB build, documenting global hardware and software/application assets.

Headed Global Team (Australia, Czech, Finland, Poland, Switzerland) delivering end-to-end IS solutions and services to 130K (local/global business units) users across 70+ countries, to scope and quality, on time, and within budget. Collaborated with stakeholders to prepare detailed IT budgets and calculate TCO, utilising Apptio, in line with business objectives and requirements; as well as establish and sustain strategic partnerships with HCL, Wipro, Service NOW, Planview, and Microsoft. Led M&A activities (IT4IT scope) of ABB’s acquisition of GE BU. Managed divestiture (IT4IT scope) related to Hitachi and ABB’s JV. Conducted user experience and satisfaction surveys. Updated and maintained IT master data, SAP archive, and code repository. Steered process design and simulations utilising Waterfall and Agile. • Delivered $3.5M in savings by rationalising AML portfolio. • Generated $5M in savings by developing broader scope with lower budgets to increase efficiency across entire organisation. • Built foundation for application portfolio optimisation project, overseeing application lifecycle management and testing. • Consolidated $2.5M in licensure expenditure by omitting 70% of legacy Lotus Notes application and landscape. • Successfully delivered first wave of Fin Apps in SAP IDM (IAM & PAM) project. • Coordinated transition of MuleSoft from Innovation Team to IS Domain. • Appointed as Program Manager for global Travel.do roll-out: - Launched global 24/7 service on vendor site. - Piloted roll-out to five countries with a 30% decrease in roll-out time. - Resolved SOX and internal control issues within Travel.do interface.

Managed Patchwork Global Team (Brazil, India, Netherlands, Poland, Portugal, Singapore, UK, US), overseeing service delivery to 4K users across 40+ countries. Provided support for global SAP instance hosted on private cloud. Assessed system stability and troubleshot and resolved technical issues. Directed process improvements, delivering functional business changes, and coordinating roll-out/go-live events. Complete oversight of SAP archiving, SAP quality management, SAP hosting, SAP basis, data volume management, Solution Manager, and AML. Formulated and deployed DR and security protocols and exercises to determine efficacy of procedures. Cultivated and sustained partnerships with Capgemini, SAP US & D, EveryAngle, IBM, and Service NOW. • Set up SAP as end-to-end Managed Service, directing build and delivery of SAP R/3. • Headed SAP Advanced Customer Centre of Excellence Program and successfully attained SAP Centre of Excellence Certification. • Piloted code optimisation projects and technical/functional SAP upgrades utilising Waterfall methodology. • Achieved 350+ days with zero major incidents and zeroed critical defects during roll-out. • Supervised migration to S/4 HANA and transition of base currency from Euro to Dollar. • Coordinated transition from Incident Management to Remedy and Change Management to Solution Manager and Octane. • Envisioned and executed business continuity plan and implemented SAP Solution Manager to track business process efficiency and end-user experience. • Yielded $10M in cost savings by leading contract renegotiations with major MSPs.

Headed Patchwork Global Team (India, Poland, Netherlands), overseeing global services across 30+ countries and delivery to 17K users. Prepared and administered $25M budget and formulated and implemented preventative maintenance plans and escalation management protocols. Cultivated long-term, strategic partnerships with Capgemini, SAP, EveryAngle, Orange, and Microsoft. Leveraged Waterfall ethodology to maintain and deliver SAP R/3, hosted in private cloud. • Directed implementation of: - Common Service Standards for SAP R/3 Worldwide. - Virtual Global Service Organisation across 30+ countries. - Service NOW for Incident-, Problem-, and Change Management and Service Fulfilment globally. • Significantly reduced TCO and effectuated continuous improvement by leading contract renegotiations with Capgemini, Orange, and SAP. • Designed and integrated hybrid Service Model following Provimi’s acquisition by Cargill.

Assessed current business processes, recommending software upgrades and directing executive team on best practices. Delivered 650+ business process changes to Dynamics following organisational change. Deployed ISO 9000 IT standards and introduced simplified EU Custom Procedure. Established SMART KPIs to track sales and business reporting. • Steered reorganisation and optimisation projects across business structure, processes, and operations: - Yielded $500K in savings and enhanced efficiency by restructuring IT Department. - Piloted roll-out and adoption of ERP MS Dynamics and Qlik View and implemented MRP III in Dynamics and 1C Ukraine. - Introduced augmented pricing and COGS calculation and transitioned remuneration method of Sales Division to base-on-sold margin.