Global Process Owner - O2C - BPO

GPO JD

Excellent understanding of Order to cash process and have lead many projects in OTC area.

Improve Customer Satisfaction

A. Ensure that the right and representative group is selected that the feedback is statistically relevant

B. Analyze the results, develop improvement action plan timely, coordinate successful execution and escalate problems with SDLs and GDL

2. Ensure Operational Results meet the Contractual and Business Goals including Quality [success measure: within the target]

A. Define the Coherent Performance Monitoring Framework and Review Weekly

B. Escalate the execution gaps with the local delivery leads [weekly]

C. Report the status to GDL and OADM along with the problems/issues faced, how they impacted performance, present CAP along with the timelines and ownership [monthly]

D. Prepare the Ops Council Presentation, review with the Client and share with PMO on time. Ensure the Client/Oragnization speak same language and GDL/OADM is notified on potential problems in advance

E. Notify Global Leadership and respective Local SDL about any risks, performance issues and present the action plans and what support is required to ensure successful execution

F. Work closely with client regional leadership and GPC/GPM to get their buy-in and confidence around the remediation plan

G. Recognize the Best Performers across the centers quarterly, develop relevant program

H. Do not Hesitate to ask proactively for Help your Leadership if required

3. Evaluate Performance of the Regional Team and Provide Regular Feedback

A. Regular weekly or fortnightly reviews with the local operations leads and provide documented feedback [monthly/quarterly/annually]

[cooperate with SDLs that the objectives are built into local operations leads goals [MyPerformance]

B. Proactively involve SDLs in developing individual performance improvement plans

4. Client Relationship Performance

A. Meet Regional/Global Client Leads on regular basis [document actions and issues]

B. Develop Value Proposition & Plans and obtain the Client's Buy-In

C. Be engaged and visible in the regional and global initiatives

5. Improvement and Innovation Programs

A. Ensure that Operational Excellence Deliverables are standardized across the centers, monitor maturity and execution [centralized database and 30/60/90 Plans]

B. Regular reviews with the local OE Lead deployed to the account to evaluate the status and drive the required improvements [documented]

C. Develop capacity & productivity control plan, report status and recommended actions quarterly to SDLs; GDL/OADM consulted, informed [to be executed/implemented by the Local Delivery]

D. Develop Annual Innovation Program that needs to be signed off by organization [GDL, OADM and Innovation Lead] and Client [GPC, GPM] Leadership [Quarterly Readout, Ops Council Updates]

E. Engage with the Process Capability and Offering Leads to ensure that Client and Delivery Teams have the access to the new developments and ensure that account team is aligned [Quarterly Internal All-Hands Meeting to share the outcomes]

F. Develop the cross-deals agenda within the Delivery Center and CEE Region [Quarterly Internal All-Hands Meeting to share the outcomes]

G. Obtain Access to Benchmarks and Best Practices that could be replicated for client [5 improvements, 5 innovations, 2 Client Innovation Workshops Annually]

H. Identify the organization and Industry Award Programs, and prepare deliverables to be able to successfully apply for the award [success measure: at least 2 applications annually]

6. Contract & Compliance Support

A. Develop and Handover to SM the ARC/RRC Calculation if applicable. Control the accuracy, interpret the results, drive the required actions with Delivery Leads and support Contract Team in case of problems

B. Develop the model of evaluating the capacity and review periodically with the Clients to ensure that Clients is comfortable with the staffing for FTE based models

C. Review contractual metrics performance, develop the corrective action plan, cascade to the Delivery Leads, monitor improvements and escalate issues to GDL/OADM/Contract if required

D. Act as PoC for the Audit Teams in the process areas, develop action plans and monitor execution [success measure: none repeated observations reported by the auditors]

E. Ensure that SoW is reviewed quarterly and reflects the service delivered [success measure: non compliance issues and gaps]

F. Ensure that all countries are included in the contract and all export compliance and regulatory requirements are addressed timely

G. Provide support in developing Change Orders covering the process related content

H. Validate Headcount, Pyramids

7. Account Solution and Project Management

A. Develop Solution for the process related opportunities, support contract, finance team, SDLs

B. Act as Program Manager for any Project related work within the respective process tower including transition. Follow the organization Methodology and involve respective stakeholders if required

8. BPO Sales and Site Visits / ShowCase Support

A. Support Sales Process for the other accounts and the prospective Clients [due diligence, orals: success measure: 2-3 Clients meetings, at least one win a year/positive written feedback from the account SE]

B. Ensure that Visual Mgt is aligned globally from the Gen4 perspective [ Global VM section should be displayed/updated in all Delivery Centers]

C. Volunteer on supporting ShowCase [success measure: 4,8-5,0 score for the relevant sections lead by the GPO]

D. Develop and update the tower related content for the Client Reference / Credentials [work with the Account Marketing Team]

3

KEY PRINCIPLES AROUND OWNERSHIP

You are not expected to manage Operations Teams. It is SDL to help and drive the required People related actions

However:

- You are the Process Expert and you have to manage performance,

- You should easily identify the root cause of the problem and escalate proactively to SDL, GDL, OADM

- You should tell people how to do things better, easier to be successful

- You have skills and authority to monitor performance and drive change

- You are our source of knowledge of the process and innovation

- You are to tell what correction action is to be taken to improve performance & process

- You should know the characteristics of the Best Performing Teams [capacity, productivity] and teach SDLs

You are not expected to be the Contract Manager

However:

- You are to identify risks and in compliance issues and address accordingly

- You are to support Contract Team with your Process Knowledge

- You are to provide Process/Solution related content to your Contract Team

You are not Finance Manager on this account

However:

- You should support CFM on the process related financials / forecasting

- You should understand details required for costing and pricing and support if required

- You should help to translate process into financials [e.g. ARC/RRC]