14th annual na shared services week brochure

REGISTER ONLINE AT WWW.SHAREDSERVICESWEEK.COM OR CALL US AT 1-800-882-8684

“We’ve increased our service offering in HR Shared Services by 18%while reducing headcount in the same area by 10% by cross trainingand improving skills, and instilling a continuous improvement andsolution based accountability program in our organization.” - Paige Cox, Executive Director, Constellation Energy

March 22 – 25, 2010Omni Orlando Resort at ChampionsGate I Orlando, FL

G8: Global Sourcing Think TankEliminating the White Noise

First Ever Neutral Platformto Help Shape a Common Industy Agenda.

G8 Chairman, US Chapter: George F. Will, America’s Foremost Political Columnist

Under the C-Suite Spotlightwith Rene Carayol

Delivering Tangible BusinessOutcomes Through Innovative,Agile and Adaptable Back-Office Strategies:

Exclusive Onstage CXO Interview: Board-Room revelationsregarding shared services and sourcing model strategies withRene Carayol, MBE, Business Guru & Former Board-SeatHolder at Pepsi (UK), IPC Media and the Inland Revenue

• Accelerate corporate cash flow andbolster working capital reserves

• Realize SSO effectiveness gains fromorganizational redesign

• Maintain a competitive edge andlower total business operating cost

• Balance short-term needs with asustainable long-term sourcing model

• Sweat your assets while drivingcommon standards and better ITsynergies

“Just some of the key facts that help define the strides we’ve made– 0.5 million supplier invoices, 19 ERP systems, 25 sites, and thesteps we’ve taken to win the AP harmonization and standardizationbattle.” -Frank Wissink, Head of U.S. Shared AccountingService Center, ABB

Where the Shared Services and Sourcing World Shapes its Future

TM

Want More Information?View our Resource Center online atwww.sharedservicesweek.com!

IACCM Annual MeetingJoins SSW 2010!

presents…

Sponsorships and exhibits are excellent opportunities for your company to showcase itsproducts and services to high-level, targeted decision-makers attending the 14th AnnualNorth American Shared Services & Outsourcing Week. SSON and IQPC help companieslike yours achieve important sales, marketing and branding objectives by setting aside alimited number of event sponsorships and exhibit spaces, all of which are tailored toassist your organization in maximizing its exposure at the event and reaching keydecision makers in your field.

For more information on sponsoring or exhibiting at the 14th Annual North AmericanShared Services & Outsourcing Week, please contact Mario Matulich at (212) 885-2719 [email protected].

Sponsorship & Exhibition Opportunities

SSON provides research, training, and networking for over 17,000 shared services and outsourcingexecutive members from over 50 countries around the world. Whether you need resources towrite a report, facts to benchmark performance against or simply want to meet some of yourpeers at the same stage of development we can support you. Sign up today, pay only$149.99 USD and receive benefits that will help you to take yourimplementation to the next level.Website: www.ssonetwork.comEmail: [email protected]: +44 (0)20 7368 9300

Join the Shared Services and Outsourcing Network

Penton Learning Systemsd.b.a International Qualityand Productivity Centeris registered with the

National Association of StateBoards of Accountancy (NASBA),as a sponsor of continuingprofessional education on theNational Registry of CPESponsors. State boards ofaccountancy have finalauthority on the acceptanceof individual courses for CPEcredit. Complaints regardingregistered sponsors may beaddressed to the NationalRegistry of CPE Sponsors, 150Fourth Avenue North, Suite700, Nashville, TN 37219-2417. Website:www.nasba.org

This program stands as BASICas there are no prerequisites oradvanced preparationrequirements to attend ourconferences. “Group Live” delivery method.

Earn CPE Credits

2

Have a colleaguein Europe?Recommend theseevents for yourcolleagues aroundthe World!

February 08 - 10, 2010Le Meridien Piccadilly, London, UKwww.sharedservicesummit.co.uk

May 24 - 27, 2010Edinburgh International ConferenceCentre, Edinburgh, UKwww.ssoweek.com

9th Annual European 9th Annual European

WEEKWEEK

Use special code UK-RAC2for1 fora 2-for-1 discount to either ofthese SSON events in the UK!

How Clear is the Big Picture?What are the major market trends and challenges for the shared services and outsourcingindustry in 2009?

Here are a handful of ideas to get you started:• Solving the business case around enterprise vs. functional shared services. Most companies are still

siloed, struggling with what’s real value and how to change the current procedures to obtain it.• Growing buy-side tension to balance immediate savings against building something sustainable for the

future• Huge inhibitors behind upfront costs – many are having to sweat assets and do more with less• Practitioners want rapid returns. Some wrongly assume that full effectiveness gains are achievable in 18

months.• Business transformation/outsourcing as an aggressive vehicle to globalize and drive out cost• Risk that companies are pursuing lift and shift without following a transformation roadmap• Metrics and financial transparency valued greater than in the past, resulting in more C-level initiatives today• ITO veteran companies focusing on FAO to achieve the same results • Using outsourcing to capitalize on opportunities in emerging markets• Cloud-computing bubble ignites: Increased number of SSOs are assessing SaaS as a solution

We are confident we understand the big picture; we’ve looked at it daily. It was provided by the largestand most astute group in the space: You.

Welcome to the Shared Services & Outsourcing Week. It’s in its 14th year and has never looked better.We’ve developed this program to address the issues mentioned and to create a place in which the sharedservices and sourcing world shapes its future.

Dear Colleague:

If 2008 taught us anything, it was to expect the unexpected, be prepared for the worst and above all, beready to adapt and flex your business strategy quickly when needed.

This year has shown a shift in attitudes toward possibilities and best practices for all varieties of thesourcing model. The once-separate worlds of captive shared services and BPO alternatives are mergingand learning from one another.

Given the gloomy forecast of slow economic recovery, it is only natural that many of you considered 2009as a testing period for your organizations. However, I am both shocked and inspired by the overwhelmingpositive attitude in regard to the impact of your sourcing strategies on your companies’ futures.

CFOs are pressing harder on the working capital pedal.Back office strategies are truly in the spotlight.

Undoubtedly, you are speculating whether your SSO will fulfil your business needs in 2010. Anopportunity will be available to demonstrate first hand how much value your SSO can add to yourbusiness.

You will not need to listen to a string of back-patting PR spun presentations and you will not hear lengthystorytelling sessions this year. Instead, more than 60 of the industry’s strongest voices will bring theirproblems to the table and brainstorm recession-proof tactics with you.

The environment created will be “a first” for you. This gathering of different industry perspectives willencompass practitioners, providers and advisors. As you are the future of shared services and sourcing,you deserve to be heard in order to propel and ensure the results you seek.

I look forward to seeing each of you in March.

Best regards,

Naomi SecorGlobal Program DirectorShared Services & Outsourcing Network

WWW.SHAREDSERVICESWEEK.COM 3

Pre-Conference Master Class: Monday, March 22, 2010

1:00 pm – 5:30 pm

13 Start-Up Strategies and the Positive Outcomes You Can Expect Shared services often start as an opportunity to cut costs and consolidate staffing levels.Reducing costs and eliminating redundancy will always remain an important feature of SSCs.However, when you are designing your Shared Services framework, you can use strategies tobuild a structure that will allow significant growth in scope and scale for years to come, thuscreating a sustainable model that increases employee productivity. This classroom master classwill focus on using thirteen strategies to build a business case that will gain executive buy-indemonstrating how Shared Services will add value as well as achieve cost savings.

What You Will Learn: • Realize the importance of developing a business case to support the implementation of

shared services• Instill a customer service culture in your team• Create and maintain buy-in• Build a shared services framework for growth

Business outcomes to be discussed:• Cost savings associated with implementation of a global procurement integration totaling

approximately $50 million over five years• Cost-benefit analysis created for a large design, manufacturing, distribution, and retailing

company identifying 50% reduction in FTEs due to elimination of manual and duplicateactivities

• 33% reduction in time to resolve customer issues at a voice (VoIP) and broadband Internetservices provider

• For a supply chain comprehensive assessment at a large, government-owned integratedelectric and water utility, recommendations and an implementation roadmap weredeveloped leading to potential annual savings of $25 million

Sam Poston, SVP, ScottMadden

A

Day 1 Main Conference: Tuesday, March 23, 2010

8:15am – 1:15pm

SITE TOUR B: Coca-Cola Enterprises Inc.Coca-Cola Enterprises Inc. Shared Services (CCE SSC) began operations in 2001 inconjunction with a company ERP implementation. The primary strategy was to create ascalable operation, offering a complete financial and administrative service portfolio. Initialobjections were to deliver a high quality, cost efficient services, providing relevant, actionablemanagement information, and to remove the distraction of administrative processing fromthose conducting the company’s core business activities. Over the past five years, the CCESSC has achieved all operating objectives, and exceeded targeted economic benefits. Thecenter is located in Brandon, Florida, currently has 800 employees and expects to continuegrowth over the next several years. CCE SSC provides a diverse portfolio primarily financialshared services encompassing data management, transaction processing and full serviceaccounting solutions which include some center of excellence activities.

Site Tour Facilitators:

Bill Johnson, VP Global Financial Shared Services, Coca-Cola Enterprises Inc.

Karen Dobson, Director Financial Support Services, Coca-Cola Enterprises Inc.

B

8:15am – 10:45am

WORKSHOP STREAMDriving Out Operating Costs

WORKSHOP STREAMThe Fundamentals to Shared Services Success

WORKSHOP STREAMProcess Transformation

WORKSHOP STREAMMoving Up The Value Chain

8:15am – 10:45am 8:15am – 10:45am 8:15am – 10:45am

Reducing Costs & OptimizingCash Flow ProcessesJoin us for this interactive session during whichwe’ll use the principles of Lean Six Sigma to guideour discussion around cost reduction andoptimizing cash flow processes. Learn how yourbusiness can experience reduced costs andincreased efficiency across finance functions byutilizing the following Finance & Accountingstrategies:• Improving customer service capabilities• Reducing revenue leakage by introducing new

processes that reduce fraud and marginshrinkage

• Developing stronger compliance/controls andnew analytical capabilities

• Integrating end-to-end business processesthrough enabling technologies that areindependent and agnostic of the underlying ITlandscape

You will learn how to overcome common obstaclesincluding driving material cost out of the business,enhancing revenues and increasing cash flowwhen faced with fragmented systems,dysfunctional business processes andorganizational diversity. In addition, learn tactics formaking meaningful change stick despite thecurrent turbulent times. This presentation providesinsight to the latest developments that address thechallenges of cost reduction and cash flow processoptimization. Hear practical case studies ofcompanies that are succeeding in optimizing cashflow and that are likely to emerge as industryleaders from the recession.

Ron Gillette, F&A Managing Director, ACS

C D E FFailure Reasons in ChangeManagement and How toAvoid Them Addressing business units’ reluctance to supportShared Services is a key concern for all stages ofthe Shared Services cycle. Ongoing people andchange management within an organizationalculture is critical for initial success and futuregrowth. Change management is continuallycited as one of the most needed and mostchallenging skills to master. Still, the mosteffective approach to transitioning to SharedServices is knowing how to prevent failure.During this workshop you will learn how to:• Align all your stakeholders to one common

vision• Determine the goals and objectives for

everything whether your SSO is ensconcedinto company culture or the initiative is new

• Utilize the tools and techniques foraffecting change

Scott Manning, Partner, ScottMadden

Connecting Lean Six Sigma andOperational Excellence Strategiesto Your Top-Level ObjectivesAs part of continuous improvement, the VolvoHuman Resources Service Center (HRSC)implemented the DMAIC (Design, Measure,Analyze, Improve and Control) methodology forroot-cause analyses. DMAIC is a basic componentof the Six Sigma methodology that is a part of theVolvo Production System Process. It is normallydefined as a set of practices that improveefficiency and eliminate defects. During thissession you will benefit from the following: • Receive a project overview of the case study

demonstrating the effective use of Lean andSix Sigma methodologies on a project in a SSO

• Obtain tools to analyze the root cause – fix thecause and not the symptom

• Learn about the controls implemented toensure process changes don’t lead to failure

Mary Rumley, HR Operations Manager, Volvo

Transforming Finance SharedServices: Moving Up theMaturity CurveWhat is next for finance shared servicescenters as today’s economic realities, inconvert with increased competition andglobalization, demand more? Join WNS tolearn how to: • Adjust the operating model to deliver more

to the organization• Optimize processes through technology and

organizational change• Leverage knowledge/intellectual capital• Introduce outsourcing to take operations to

the next level• Evolve from an internal service provider to a

business partner

Daniel Wollenberg, Head, GlobalTransformation Practice, WNS

Manish Vora, Senior Vice President,Finance and Accounting, WNS

Concurrent Streams Begin. Choose from:

4

11:00am – 1:30pm (Lunch served)





11:00am – 1:30pm (Lunch served) 11:00am – 1:30pm (Lunch served) 11:00am – 1:30pm (Lunch served)

Achieving Breakthroughs inCollection PerformanceCash isn’t just king in the current climate – it’smore like the Ace in your deck. Leveragingshared services can do wonders for yourworking capital management and lead to ahealthy cash position. Ask yourself if you are:Frustrated at non paying customers and ageddebt? Needing to improve your cash positionon the Balance Sheet? Looking to improveyour credit management function and addvalue to the business? Considered centralizingcredit & collections function? If any of theabove applies to you then this is rightworkshop for you. As shared services hasexpanded and matured, the opportunities andoptions for leveraging them to drive effectiveCredit Management, Credit Risk andCustomer Cash Collection has significantlyincreased. • Learn what can shared services do for you

in the cash collections space? • Structure your cash management function

for optimal results• Segregate credit management; customer

facing cash collections and back office cashapplications

• Understand the importance of collectionsefficiency percentage measurements

Scott Senatore, Senior Director Credit &Collections, Aramark

G H I JSanity Check Your GovernanceProcess: 12 Steps to ProvenSuccessRegardless of the scope, the leaders of a SSOare required to serve as stewards for newways of doing business. There are critical skillsand competencies required for the SSO toeffectively govern the delivery of services in aleveraged manner. These skills depend uponthe design and continual refresh of a changemanagement agenda across the enterprise, toinclude facets of financial management,supply/demand balancing, cost transparency,business unit decision making, cross-unitprioritization, standard-setting and the like.This workshop will discuss how to:• Develop a framework to align your SSO

with business goals• Receive a step-by-step process for

developing and implementing a strategicgovernance model

• Adopt common processes to protect yourcompany’s assets

• Integrate internal customer knowledge

Rick Bertheaud, Managing Director,EquaTerra

Utilizing Performance Measuresto Create a Virtuous Circle ofService Enhancement If you’re a mature shared service organization,what further scope exists for drivingefficiencies and improving service? How canyou hard-wire a culture of continuousimprovement into your organizational DNA?Focus areas in this critical session include: • Examine the most promising areas for

improvement• Generate enthusiasm throughout the

business around improvement levels andtargets

• Leverage performance measures andindustry benchmarks to re-engineer yourmost critical business processes

• Realign the culture of your shared servicesfacility with requirements of continuousimprovement

You will be presented with several businesscases, the problem statement, the result, andthe additional benefits.

Outcomes Achieved Include the Following: • Less than 10% of total invoices are

problematic and no invoices have been paidlate since the completion of the 12 weekSix Sigma program (Since July 1st).

• Collections group has seen a 13% FTEreduction (while also adding excess of1,500 accounts)

• Employee retention rate has been at 100%over the past 12 months (No new hires).Realized annual monetary savings in excessof $300,000

Gregg Silver, Manager of Policies,Procedures and ContinuousImprovement, Oakley

The Economics of BPO: YourRoadmap to Business StrategyRejuvenation Traditional BPO offers benefits in terms ofwage cost savings and process improvement.However, it also has associated costs relatedto additional regulatory compliance, severanceand transition. The wage cost advantageavailable is further diminished when servicingContinental Europe and Asia-Pac regions.Finally, the increasing cost of Governance mayrender the outsourcing business case unviable.This workshop will evaluate the economicimplications of the newer outsourcing modelsthat make the outsourcing business caseviable again. This would include a discussionaround engagement models, commercialmodels and bundling of services.

Jack Benton, Director - AdvisoryRelations, TCS

Kumar Amitesh, Head - Solutions, TCSBPO


1:45pm – 4:15pm





1:45pm – 4:15pm 1:45pm – 4:15pm 1:45pm – 4:15pm

Shared Services vs.Outsourcing: What are the KeyDecision Criteria When Makingthis Critical Choice?Take an in-depth look into the ongoingdebate – whether to move forward with aninternal shared services delivery solution or usethe services of a third party outsourcingspecialist – the captive vs. third party debate.This session will also discuss whetheroutsourcing is complimentary to, or a naturalevolution from internal shared services. Listento the stories of several practitioners on howthey made their decision for their ownoperations and whether the decision pointcan and indeed change over time and withdiffering circumstances• Hear why companies choose not to

outsource• Determine the appropriate time to bring

services back in-house• Learn about some of the “hidden costs,”

associated with the transition

Phil Searle, CEO and Founder, Chazey Partners

K L M NFunctional to Multifunctional: AStep-By-Step Guide to RollingOut a Truly LayeredInfrastructureSince the inception of shared services,companies have been working to take theirshared services SSOs to the next level ofperformance. Today, the challenges andopportunities presented by an increasinglyglobal economy have made improving sharedservices more important than ever. WhereSSOs typically covered only one of a limitedrange of functions (IT, finance and HR), SSOstoday are looking across multiple functions.Where SSOs might have served a smallnumber of business units or geographies,companies today are applying shared servicesacross the enterprise and across continents.Indeed, the explosion of offshoring andoutsourcing has turned shared services into aglobe-spanning operation, operating multiplefunctions and processes and servicing anumber of business units. • Discuss the common characteristics of

shared services, irrespective of function • Find one process owner and move away

from a functional orientation• Review the processes that require

interaction with local business or from acustomer point of view and discuss thechallenges associated with this type oftransaction

• Discuss the actual definition - do we definemultifunction as location, organization, orcross-function?

Deloitte LLP

Shared Services practitioners must implement ninebest practices for excellence. Five of these nine,Performance Management, Service Definition,Chargebacks, Continuous Improvement andCustomer Relationship, are closely interwoven. Notonly will they help determine your success, butalso your ongoing relationships with management,clients and customers.

The objective for this workshop is simple: learnwhat practices truly work to give you actionableresults quickly; how and where you should start;what’s meaningful to your customers and businessunits as well as operational managers; linkingefforts to help move shared services up the valuechain.

What you will learn: • Hands-on approach to implementing five of the

nine best practices for Shared Servicesexcellence – featuring case study exercises andsoftware tools for practical experience

• Building an integrated framework – techniquesand templates for generating quick results

• Easy implementation tools, including ActivityAnalysis and Scorecards, for a complete top-down/bottoms up approach

• Improving your ongoing relationships withmanagement, clients and customers

Participants will get experience with the softwareand analytical techniques during the workshop.The follow-up web session will focus on theprocesses for developing top-down metrics, alongwith linking bottoms-up metrics developed duringthe workshop for a full enterprise approach.

Andrew Muras, BAE Systems

TPI TOP 5 Showcase: QuickWins to Live By or Face theConsequences

We’ve grown very fond of the TPI “Top 5”Quick Win suggestions that are delivered toour inbox twice every month. These tricks ofthe trade provide us with the foundation tothink about ways we can continuously evolveour operations. These concise points alwayshit on the need-to-know vs. nice-to-know andreally emphasize that less is more. Join thissession and hear Quick Win Suggestions onthe most pressing issues at hand.

• Top 5 Techniques for Maximizing Resiliencein Your Global Service Delivery Network

• Top 5 Actions you can take TODAY toimprove your service provider relationship

• Top 5 Effective Leadership Keys to ServiceManagement

• Top 5 Ways the Mathematics ofOutsourcing is Changing

• Top 5 Things to Do When Told to Cut 2010Expenses (by another) 10%

Scott Furlong, CFO Services Partner, TPISue Danino, CFO Services Director, TPI

6

Foundations of Excellence –Quick and Easy

We believe that the best way to learn is in an environmentthat welcomes innovation, ground-breaking visions andquestions that go beyond polite conversation.

At Shared Services & Outsourcing Week, we don’t hide behindslide presentations. In fact, we encourage our participants toengage with each other through in-depth discussion,passionate debate and intimate interviews.

Here are just some examples of what makesthis event different:

• G8: Global Sourcing Think TankEliminating the White Noise: The First Ever Neutral Platform to Help Shape aCommon Industry Agenda

The G8 panel was designed to help create a common agenda and to eliminate the whitenoise that comes with the growing complexity of sourcing models and providers. G8Panel members are from Deloitte, IBM, Accenture, Oracle, SAP, Ernst & Young,Capgemini and KPMG.

Personal agendas and company politics are strictly prohibited in the G8 Global SourcingThink Tank. Join us at the Week to hear our G8 panel members share their mostunbiased insight on the industry’s future goals, challenge mainstream thinking, anddebate alternative options.

• Interactive Polling: Tell us what YOU want to hear, NOWWe’re giving you, the audience, even more control of the content at the event.Attend the Horses for Sources Live Session on Thursday and get the chance toelectronically submit your questions to our expert panel of speakers. We will do our bestto respond promptly at the event, and whatever does not get covered live, will befollowed up with a response post-event.

• Sourcing Trio InsightThis session paints the full picture of what a synchronized sourcing strategylooks like, from the buyer, provider and advisor. The discussion covers eachone’s roles, how these have evolved in the past year, and the expected growth of the market dynamics going forward.

• Learn Better One-on-One?If you need to go beyond the classroom setting tounderstand discussions from sessions, let us know. Ouradvisory board has offered an open door policy for furtherassistance in regards to specific and unique challenges youare facing. To schedule an appointment, email NaomiSecor at [email protected].


4:30 Opening Remarks from the ChairpersonSam Poston, SVP, ScottMadden

4:40 The Year In Brief: Highlights and Feedback from SSON’s Global Network Hear a summary critical events, global trends and major changes the industry has faced overthe last year.

Rakesh Sangani, Editor at Large, SSON

5:00 Panel Discussion: Innovation Through Contracting: Define It, Govern ForIt, Drive It, And Make Sure You Achieve It!Contracts and the way they are negotiated and managed, set the framework for businessrelationships. Today, the contracting process is frequently overwhelmed by rules and restrictionsthat crush innovation and undermine collaboration. Post-award management is frequentlyfocused on allocating blame. It does not have to be that way: good contracting breeds trust• Changing behaviors on both sides. Building internal collaboration• Tackling the tough issues – avoiding avoidance• Structuring contracts that reflect the nature of the deal• Organizing and managing for delivery and changeSession Moderator: Tim Cummins, President & CEO, IACCMPanelist: Daniel Mahlebashian, Chief Contracting Officer, General Motors

Panelist: Vincent Taylor, Managing Director, Commercial & Contract Management,Accenture

Panelist: Lamar Chesney, EVP & CPO, Suntrust Banks

5:45 Analyze This: Can Everything that Counts be Counted? The Analysts' View of the Value of OutsourcingThe seismic events of 2008/09 have left many long-standing views about corporate value ina state of flux. Where once outsourcing was viewed as a proxy for sound leadership andoperational advance, and was rewarded by the market accordingly, it is less clear now howthose responsible for attributing value to companies evaluate the impact of the outsourcingproposition. Bringing together leading personalities from the financial world, this session willexplore analysts’ views of the signals, if any, outsourcing sends to the financial markets. Wewill be opening up what have been previously “no-go” areas of debate including:• To what extent does outsourcing move the market value of a company?• How do analysts react to relocating services to a lower-cost geography, or bringing

services back to onshore or near-shore locations?• What other aspects of back office management, if any, do analysts focus on as proxies

for value, or is the entire back office immaterial?• Need decisions over outsourcing be so protracted if deals do not move the market?• What are the primary factors shaping analysts’ views of risk and value and how might

different stakeholders within companies influence these factors?

Debate Chairman: Anthony Hesketh, Center for Performance-Led HR & Departmentof Management Learning & Leadership, Lancaster University Management School

Panelist: Tiger Tyagarajan, Chief Operating Officer, Genpact

Panelist: Financial Analysts to be confirmed

6:30 Welcome Poolside Reception (open to all Shared Services Week attendees)

Brainstorm, Swap Ideas and Build Your Roadmap in an

Interactive Setting

See page 11

See page 11

See page 17

7:00 Private Breakfast Sponsored by

7:00 Registration and Coffee


8:10 Keynote Interview: It Takes Two: A 360º Review of CustomerPerformance – Did We Get It Right?Join this exclusive onstage interview with a twist! A few of our favorite SSOs will interviewtheir business partner and ask the question: Did we get it right? A different look at howthe partner views the relationship. What do they really think about the way we run ourSSO? What could we, as customers, be doing to extract greater value from thepartnership? When do we frustrate them and when do we make them proud? One thingwe do already know, however, is that long standing relationships don’t happen withouteffort. Hear it straight from four different sources as they provide a level of insight andhonesty you just can’t get anywhere else!

9:10 Speed Networking: Find Out Who’s Who in the Captive & OutsourcedWorld: Find Your Peers by ExperienceNavigate your way through a sea of faces with a structured meet and greet for themasses. There’s nothing more beneficial than meeting someone in the same place as you,facing similar sets of challenges, and wondering how in the world they are going to moveto the next level. Take a look at the levels below and see where you belong. We havecontent designed for every level of maturity.

Please Choose your Level:

Level I: Attend this group if you find yourself here: • Centralization project• Lift & Shift• Not yet operating as if a commercial business• Small savings achieved by aggregation of processes• Basic automation, no real performance management or measurement

Level II: Attend this group if you find yourself here:• Starting to bring together functions• Increased automation and a focus on driving value from operations and reducing

rework and errors• Achieved a certain level of capability and commercial operations are delivering real value• Established performance measurements, benchmarking and business partnerships

Level III: Attend this group if you find yourself here:• Analysis and/or execution of Selective Sourcing• Outsourcing/Offshoring • Taking advantage of opportunities in emerging markets• Cross functional process streams (e.g., financial services, HR, Tax, PMO• Delving into front office functions (facilities management, customer management) • Strategic supply chain, real estate, non traditional value add

9:40 Under the C-Suite Spotlight with René Carayol: Board-Room RevelationsRegarding Shared Services and Sourcing Model StrategiesWith the world recently finding itself in the teeth of arguably the biggest recession sincethe Great Depression, the global financial crisis brought with it the inevitable increase intop-down activity in the world of outsourcing and shared services.

Decisions relating to sourcing strategies have become more critical now than ever beenbefore; with businesses reviewing their opportunities to “cost out” in the short term, whilstdriving efficiency savings in the long term, as they navigate their path to full market recovery.

As every company prepares to achieve “more with less”, these strategic conversationsflood boardrooms across the globe.

It has become a business imperative.

So join us for what promises to be a compelling and far-reaching interview as RenéCarayol gives us an unprecedented glimpse behind the boardroom curtain

Interviewing live onstage a multi-national C-suite corporate director who has taken arecent strategic decision on outsourcing and shared services, this hard-hittinginterview offers a rare insight into the executive perspective on how shared services andoutsourcing play a major role in their corporate strategy and why.

Uncut, unscripted and straight to the point, René will drive to the heart of the matter andask the questions that haven't dared been asked before; uncovering answers to thedilemmas, and adding perspective to the problems, that the audience want to hear:• What are the key considerations surrounding risk analysis before the board will commit

to an outsourcing deal? • How much does cultural fit and corporate buy-in for outsourcing still hold a seat at the

table during economic turbulence? • Following an RFP, what factors really drive the provider selection process when there is

so much choice in the market today?

René Carayol MBE, Business guru & former Board seat-holder at Pepsi (UK), IPCMedia and the Inland Revenue (Best selling author of the leadership and culturebible, Corporate Voodoo and presenter of BBC’s Pay off your mortgage in 2 years)’CXO INTERVIEWEE REVEALED EXCLUSIVELY ONLINE FROM 1st FEB 2010 atwww.sharedservicesweek.com

10.40 Morning Networking Break in the Exhibit Hall

Day 2 Main Conference: Wednesday, March 24, 2010

Interviewee:Sam Poston, SVP,ScottMadden

Interviewer: Richard Arbuthnot,Executive Director, NASA SharedServices

Interviewer: John Bauer, SVP WCIGlobal Business Services Inc.

Interviewer: Secret Holland, HR ServiceCenter, Southern Company

8


Concurrent Track Sessions Begin. Choose from:Planning & Launching Chair: Susan Hogan, Principal, Deloitte LLP

People & Change Management Chair: Sharad Vishvanath, APAC ClientDevelopment Head, Hewitt Consulting

Governance, Risk & ComplianceChair: Jim Arnold, President & COO,Apex Analytix

Blue Sky Innovation RoomChair: Bob Cecil, Executive Director,Business & Process Advisory, EquaTerra

From Contracting to Collaboration(IACCM) Chair: Tim Cummins, President & CEO, IACCM

Process Transformation Chair: Dave Hebert, Managing Director,3Cinsight

BPO EvolutionChair: David Poole, CEO,BPO Americas, Capgemini

11:20 Please choose your track:

A

B

C

D

E

F

G

H

A

E F

Baby Steps or Big Leaps? Considering the Scope, Scale & Structure• Determine which functions to incorporate - better to start small with a few transactional

processes or go large and ensure maximum efficiency savings?• Assess how the interface with the rest of the business will be handled• Highlight the dependencies that exist across process and sub processes

Chaitra Vedullapalli, Senior Director, Microsoft

Featured Interview: Shared Services Fostering Enterprise-WideCollaboration• What is the real business case for creating an enterprise-wide seat at the table for back

office? • Breaking down the notion of silos - how do you actually do it? • Advance from a short-term business case timeline to longer-term value generator for the

business

Jim Shaughnessy, SVP & Chief Administrative Officer, Orbitz Worldwide

Interviewer: Dan Melchior, North Highland

The Genetic Make Up for a World-Class HR Shared Services • Consolidate and align HR business processes to enable higher performance and continued growth • Utilize metrics to guide strategic decisions/cost management on where to

increase/decrease staffing in anticipation of higher/reduced workloads and determine when best to insource/outsource

• Take a structural approach to managing a flexible shared services center that can expand/contract to keep pace of business

Paige Cox, Executive Director, Human Resources, Constellation Energy

Adopting A Governance Structure to Support a Global Service DeliveryModel• Achieve harmonization and standardization of core processes • Receive solutions for collaboration and business management • Enable the enforcement of standards in different organizational structures• Increase cost effectiveness and process quality due to comparable performance criteria

and exchange of best practice experience

Bill Johnson, VP Global Financial Shared Services, Coca-Cola Enterprises Inc.

Double Session: Achieving Excellence in Win/Win Negotiation (Part 1)• How top performers organize and manage negotiations• Planning, teamwork and authority• The negotiation agenda – focus on what mattersKatherine Kawamoto, VP, Research & Advisory Services, IACCMDave Connor, VP Procurement & Supply Chain, BPSylvia Steinheiser, VP & Deputy Counsel for Enterprise Business, HPCraig Guarente, VP Contract Management, OracleVincent Taylor, Managing Director, Commercial & Contract Management, AccentureRegina Jones, Global Client Contracts Manager, Schlumberger

Featured Interview: Cost Out or Bust: Driving Cash Flow Efficiencies WhileManaging Upfront Costs • Maintain the upfront cost inhibitor: Achieving process efficiency increases without heavy

investment• Gain better visibility of DSO and DPO tracking across your cash conversion cycle • Find the gaps and drive real cash returns

Interviewer: Dave Hebert, Managing Director, 3Cinsight Interviewee: Richard E. Munczinski, SVP, American Electric Power Company, Inc.

Roundtable Discussion: Smart Contracting for BPO Success• When do you govern for effectiveness gains in the lifecycle? • How do you ensure your stakeholders are committed to take advantage of potential gains? • What are the contractual techniques involved in building in innovation? • What are the governance techniques involved to achieve innovation? • How do we build a partnership approach versus adversarial approach

Jay Desai, VP Global Sourcing, Northern Trust

Graham Russell, VP Transaction Processing, AstraZeneca

Blue Sky Innovation RoomFor pre-qualified mature SSO’s only. Please refer to page 18 for complete details on how toapply for qualification, and for session topics.

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HR Transformation Chair: Zachary Misko, Global DirectorRPO, Kelly OCG










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From Launch to Stabilization: Secrets to Lasting, High Performing SSOs• Define your value proposition to effectively communicate the service offerings• Run your shared services as a brand, taking an innovative approach to project offering

that will deliver substantial value over the long-term • Create a level of accountability and sustainability through transparency of metrics data

Steve Primrose, Global Shared Services Manager, Chevron

Structures for Collaboration & Shared Services: Spider Diagrams atMonster. How Good Are You At Customer Service? • Hear about a developing model in which individual relationships between SSC team players

and internal customers are collected and developed into actionable best-in-class initiatives• Utilize simple tools to identify weak or under leveraged relationships, coverage gaps, C

players and critical performance goals• Achieve better balance of people, process, and technology, improve your customer service,

and have a tool to measure relationships, assist in dealing with organizational turnover,and assessing the reach of the SSC within the organization

Dave Griebl, VP Finance Shared Services, Monster Worldwide

Panel Session: Everything You Need to Know for Efficient Service(Outsourced or Captive) • Implement end-to-end consistent service• Achieve true globalization through global payroll• Recognize what you need to look for in your international payroll provider• Recognize the common challenges (and how to overcome them)

William Perry, Head of U.S. Shared Accounting, Perdue Farms

Kimberly Garrison, Director Accounting Systems, Petco

Mary Rumley, HR Operations Manager, Volvo

Top 5 Tactics of Fraud Detection that Create Effective ContinuousMonitoring?• Recognize the importance of automated mechanisms for reviewing transactions • OFAC, denied parties, and other government control and watch lists• Vendor setup and verification procedures • The value of integrating fraud detection and risk analysis in your shared services strategy

Joseph Collins, Director of Client Solutions, Apex Analytix

Speaker from Koch Business Solutions

Double Session Continued: Achieving Excellence in Win/Win Negotiation

Part Two - Negotiation Hear From the Leaders: Winners of the IACCM ‘Companies most admired for negotiation’award explain their success• Avoiding the pitfalls of value reduction: trading risks and value• The role of third parties: hero or villain?• When it’s time to walk away: Distancing winners from losers

Achieving Operating Efficiencies in AP through Automation • Determine the best evaluation method for deciding on the right e-invoicing/e-pay solutions• Establish key metrics for AP automation • Define a strategy to establish internal AP controls Frank Wissink, Head of U.S. Shared Accounting Service Center, ABB (20% CostCutting Reduction 10% Year After)Patty Ward, Assistant Controller, PetcoKimberly Garrison, Director, Accounting Systems, Petco

Featured Interview: Make or Buy: Determining the Critical Factors WhenEvaluating Your Delivery Platform• Highlight the factors emerging as key criteria when evaluating your sourcing model to

include sustainability, culture and organizational readiness• From captive to outsourced (and back again?) managing the migration to ensure you

garner that elusive 1%• Hear about the business areas that do and don’t tend to lend themselves to a successful

sourcing model development

Interviewer: Phil Searle, President & CEO, Chazey Partners

Interviewee: Richard Rowan, Global Director of Shared Services, TRW Automotive


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Eliminating the White Noise

8 Pioneering Sourcing Strategists Shape a Common Industry Agenda All over the world SSON practitioner members are seeking clarity and guidance on their next strategicmove to develop their sourcing models further and driver greater results. The challenge is not how tofind advice on developing the right plan, but who to listen to when there are so many differingvoices about where the industry is heading and how this impacts their strategy. In short, everyoneappears to have their own agenda. To combat this, the SSON have facilitated the creation of the G8:The Global Sourcing Think Tank, to help you understand where and how your chosen thoughtleaders agree and disagree on the future of the Shared Services and Outsourcing Community.Appointment to regional G8 Panels around the world is based purely upon SSON regional votes.

Today, G8 U.S. Will Aim To:• Build a clear vision of the common agenda they see for the industry’s future goals• Challenge mainstream thinking and debate the options• Strip away the growing complexity of complex sourcing maps and models• Answer core questions about the strategic direction of the industry • Explain in simple terms and lay terms the critical considerations to prioritize

Topics for Debate: • Is there a clear view on whether SSCs perform on the average better or worse than Third Party?

• There’s a lot of “noise” in the marketplace surrounding the failure of outsourcing to deliver“innovation” and “transformation” – What is the reality? What is the cause of failure for trueinnovation being achieved?

• What measures are normally put in place to determine the effectiveness of the partnership?

We Actively Encourage You to Send your Controversial Questions To G8 U.S. [email protected]

PANELISTS WERE CHOSEN BY SURVEYING ALL US REGIONAL SSON MEMBERS: YOU CHOSE THISPANEL. They are here to address any market cynicism and answer your most challenging questions

3:20 Afternoon Networking Break in the Exhibit Hall

General Session One

4:00 Bridging the Gap, Step-by-Step, to Achieving Top Quartile Process Efficiency &EffectivenessThe Co-Transformation Journey Achieving an initial 30-40% savings through consolidation across thefirst 12-18 months of any shared services journey is pretty standard. Labor arbitrage alone can oftenprovide great inroads to begin with. But beyond that, the odds get tougher and options fewer, asprocess and technology improvements become the next vehicles to further gains. Neither of thesecomes without their challenges to the business: namely expertise and cost.Becoming a big cost center isn’t exactly an attractive option, and yet further transformation requiresinvestment. This session looks at an emerging engagement model between a provider and client (fromFinance function) who have tackled the latter stage of the transformation journey together to share theburden and drive the results.• Co-transformation partnering to drive incremental improvements on the Journey to Top Quartile

efficiency & effectiveness• Utilizing a provider as a change catalyst for transformation inside an embedded company culture • Minimizing investments by leverage end-to-end solutions without the upfront cost

Abid Ali Neemuchwala, VP & Global Head, TCS BPO

Customer: Senior Finance Executive from Fortune 1000 company

General Session Two

4:00 Sourcing Trio Insight: Buyer, Provider and Advisor Perspectives Taken from theTop!Part One: During this session you will witness a 3-way interview between 3 c-level leaders fromeach industry group (buyer, provider, advisor) The discussion will cover the role each component ofthe industry plays, how this may have changed over the last 12 months, and the expectedevolutions of the market dynamics going forward.

Part Two: We will highlight in advance 3 or 4 hypothetical, post-contract scenarios that can typicallyoccur during an outsourcing partnership. Client, provider and advisor all give their views/experienceson preventative measures and how to handle.

Buyer: Graham Russell, Head of Transaction Services, AstraZeneca

Provider: Deborah Kops, CMO, WNS Global Services

Advisor: Bob Cecil, Executive Director, Business & Processes Advisory, EquaTerra

12:55 Private Lunch Sponsored by 12:55 General Lunch Sponsored By


G8 Independent Chairman & Facilitator: George F. Will – America’s ForemostPolitical Columnist

G8 Members: Cliff Justice, Sourcing and SharedAdvisory Leader, KPMG

David Poole, Head of America’s BusinessProcess Outsourcing, Capgemini

John Lutz, General Manager, ManagedBusiness Process Services, IBM

Susan Hogan, Principal, DeloitteConsulting LLP

Anoop Sagoo, Managing Director, F&ABPO, Accenture

Jim Aselta, Shared Services &Outsourcing Practice Leader, Ernst &Young LLP

Ken Hamel, SVP Global Presales andSolutions, SAP

Marc Schwarz, SVP, Oracle On Demand



Finance Transformation Chair: Theresa Clark, VP FinanceTransformation, Trintech







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Designing A Compelling & Convincing Business Base for Start-Up Success &Continued Value • Determine the common costs and savings associated with business case justification • Create typical timelines associated with you shared services justification • Learn techniques for “internal selling” of your shared service center justification

Phil Searle, CEO and Founder, Chazey Partners

Surviving the Waves of Change - How do SSO’s Quickly Adapt and Thrivethrough Organizational and Business Environment Change?• Hear about the impact economic changes and management direction have had on SSO’s • How to add value during time of rapid growth as well as divestments.• How to get your SSO ready for any external event that can quickly

change your original value proposition. Ira Fialkow, EVP Shared Services, CEMEXMark Kingman, SVP Disney Worldwide Shared Services

Roundtable Session: Optimizing Working Capital & Accelerating Cash Flow • Understand the power of shared services in realizing superior working capital performance • Obtain greater visibility into cash positions and realize arbitration of internal and external

cash flows• Develop mitigation techniques to minimize the effect of globalization on working capital

John Gayda, Director, KNA Financial Service Center, Kellogg

Paul Crystal, SVP Finance & Administration, United Media

Cindy Gallagher, VP & Corporate Controller, AOL

When Disaster Strikes, Take Action: Why Disaster Recovery Will Never Lookthe Same Again After the Global Financial Crisis! • How do CoE’s plan for disaster? • Recognition of the importance of planning for disasters• A basic understanding of the elements of Business Continuity Planning• Tools to help your organization develop a comprehensive Business

Continuity Planning program

Jim Rundgren, Manager Operations, Northrop Grumman

Double Session: Implementing First-Class, Post-Award ContractManagement & ExecutionTim McCarthy, Worldwide Director Contracts & Pricing, Rockwell Automation Kenneth Riley, General Manager, Supply Chain Management for Chevron GlobalUpstream & GasNancy Nelson, Global Contracts Director, CSCSuzanne Watson, Vice President, Consulting Services, IACCMDan Mahlebashian, Chief Contracting Officer, General MotorsJean Kinney, Associate Director Purchases, Procter & Gamble

The Right Way – and Some Wrong Ways to Make Metrics Meaningful • Use the proven technique of strategy mapping, a visual representation of your

organizational goals• Utilize the power of balanced scorecard techniques• Incorporate strategy maps and the balanced scorecard as structured ways to select and

align goals and measures before you embark on your performance management project

Paul Durn, Senior Director, U.S. Department of Health & Human Services

Panel Discussion: India 2.0, The Next Generation of China & A Closer LookAt Emerging Markets • Discuss new trends in offshore development and the advantages and disadvantages for each location • Explore the positives of moving verticals into these areas and how to overcome emerging challenges

with this transformation

Jay Desai, VP Global Sourcing, Northern Trust

Nicolo Gligo Saenz, Invest Chile

Esteban Carril, Latin America Regional Director, EMC


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Roundtable Discussion: Everything You Wanted To Ask, But Never Did:Clearing the Air of Shared Services• Build a shared services framework for growth • Learn how to design innovation into your processes• Establish uniform standards for data and processes to facilitate productive use of tools and

programs on a global scaleSam Poston, SVP, ScottMaddenChaitra Vedullapalli, Senior Director, MicrosoftJeff Kemmerer, VP Global Shared Services, Hershey’s Greg White, Director of Accounting & Project Lead, ConAgra Foods

Elevating Your Recruitment Efforts with Smart Partnering• Identify the evolving skill shift that is needed for you SSO• Think outside the box in terms of recruitment and take advantage of local talent • Learn what it takes to build and nuture a motivated team

Debbie Kraft, Shared Services Supervisor, IAC

Bonnie Tibitowski, Director Shared Services, IAC

Maximizing Shared Services Wins with Minimal Investment• Hear how a gaming company is leading a shared services initiative without the benefit of

peer companies having executed similar strategies • Learn practical tips to achieve wins through process improvement utilizing largely existing

technology and resources• Gain business unit and executive support through active communication

Rick Arpin, SVP & Corporate Controller, MGM Mirage

The Future of Finance Production – Predictable Processes, PredictableOutcomes • Achieve at least 20% reduction in compliance efforts by staff • See a reduction in close days by 20-40% • Hear about a reduction in financial close efforts by 20% • Learn how you can achieve a 10% reduction in external audit fees

Theresa Clark, Vice President, Finance Transformation, Trintech

Double Session Continued: Implementing First-Class, Post-Award ContractManagement & Execution

Turkeys Don’t Vote For Christmas: Communicating the Value of Shared Services • Help the business understand how they can impact and control their costs, critical to

building trust and effectiveness• Understand the cost drivers behind service delivery, and communicate this understanding

to the rest of the business• Understand the reason behind resistance - not everybody will buy the shared service model

immediately and not all the people will hold the same opinion• Prepare yourself for opposition - patience is not only a virtue but a necessity for a happy

existence during the transition plan

Esteban Carril, Latin America Regional Director, EMC

Getting More From Your Enterprise Software – The Last Mile • What can the leaders in Finance and Accounting, HR, Procurement and Supply Chain, and IT

do to assure the benefits of process improvement initiatives don’t get mitigated or eclipsed? • How do you avoid the pitfalls and what does IT need from you to deliver greater ROI from

IT projects, deliver the scope of capabilities require, on time, within budget? ChallengeOracle, along with leading customer and industry experts to provide answers to addressyour most critical issues.

• Discuss the best practice, key areas including ; how business leaders work with IT toprioritize, justify, and source the services to deploy and operate their IT solutions.

Please visit website for Oracle Executive and Client speaker information


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7:00 Breakfast at Tiffany’s: The Perfect Antidote To The Morning After TheNight BeforeOne thing worth getting out of bed early for the night after the Award’s ceremony is adecent breakfast, another is the chance to find 10 Tiffanys gifts strategically hiddenaround the sponsorship and exhibition hall.


8:05 Onstage Client & Provider Dialogue: General Motors’ Finance &Accounting Outsourcing Journey with ACSJoin us for this keynote session in which both client and provider take you through theyears of their finance & accounting outsourcing relationship. Learn what worked, whatdidn’t, unexpected surprises and how the client and provider collaborated to overcomeobstacles presented by the economic downturn. No slides, just real talk based on the realexperiences of a partnership covering a broad range of finance & accounting services.

Mark Brennan, ACS F&A COO

Client Speaker from General Motors

9:05 Shared Services Transformation – No Catalyst Required?Does a business transformation to shared services require a compelling strategic event toserve as a “wake up call” or impetus to overcome resistance and inertia, or do successfulorganizations drive incremental improvement and uncover the opportunity as part andparcel of ongoing operations? No matter how transformation is inspired, alignment withbusiness strategy and core objectives of the firm or public entity is always essential.

Many have followed or preceded a series of acquisitions to build an engine to realize thesynergies of acquisitions, while some “clean up the mess” after. Others have embarkedon globalization initiatives, or re-engineered their “go to market” strategies to proactivelycreate more nimble and innovative businesses. Some firms have a culture of operationalexcellence, and benchmark their operations, looking for business models that will helpthem succeed.

During this moderated panel discussion, you will have the opportunity to interact withleaders who successfully drove business transformation to highly efficient and effectiveshared services operations. These operational gains aligned with and supported theircompany goals for growth in revenue and margin and lead to achievement of strategicadvantage.

Moderator: Tim Meehan, GVP, Oracle On DemandCustomers TBA. Visit website for updates

10:05 Quick Wins Exposing the Hidden Cost Drivers and Under-PerformanceAssociated With Your Shared Service Organization

10:15 Morning Networking Break in the Exhibit Hall

Day 3 Main Conference: Thursday, March 25, 2010

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6:25 Cocktail Reception in the Exhibit Hall

7:30 2010 SSON Excellence Awards DinnerSSON’s annual Shared Services Excellence Awards honor, recognize and promote those shared services organizations that demonstrate winning practices for their own organizations. The SharedServices Excellence Awards for them industry’s benchmark in terms of best practice and business excellence. The Shared Services Excellence Awards are open to all SSOs from all countries. Theawards are judged by a leading panel of industry experts and provide an opportunity to gain recognition for excellence and initiative.

2010 Judges Include:Lee Coulter, SVP Global Shared Services, Kraft FoodsRichard Rowan, Global Director of Shared Services, TRWEd Spaulding, Corporate Director, Process Excellence, Northrop Grumman

Excellence Awards SSONs Annual Shared Services

"After embarking on our renewal initiative, we have successfully improved quality, implemented better controls and developed process improvements which has revitalized our relationship with our business partners and established our center

as a source for reliable services and expertise." Doneen Hobbs, Vice President of Shared Services, American Water


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Your People Are Your Biggest Asset: Developing the Skill Set Needed forSS Success• Actively prepare for the more complex processes coming your way, and build training into

employee development plans• Keep competency metrics for all staff, and utilize these for employee development • Build joint accountability for career development between the employee and the shared

service center• Assess market data to ensure our compensation package is competitivePlease visit website for Speaker details

Next Generation SSOs: Augmenting Your Capability for End-To-End Scopeand Transformation• Discuss the shifting boundaries of what is captive and what is outsourced, and how you

must adapt to focus on new capabilities, harmonization, standardization and improvementwithin retained captives

• Accelerate the provision of relevant, timely, accurate and – most importantly – integratedbusiness information

• Build and allow for much stronger internal collaboration among various support functionsKaren Dobson, Director Global Shared Services, Coca-Cola Enterprises Inc.

Beyond the Lift & Shift: Moving Towards True Transformational HR • Hear various approaches to outsourcing recruitment functions including bundling within

the enterprise HRO deal and stand-alone RPO solutions• Listen to the significant emerging--and proven--best practices in outsourcing governance,

measurement and business process improvement• Learn how you can best optimize your retained function, post-outsourcingSreekanth K, SVP Global HR Operations & HR Business Partner, CA

Continuous Process Improvement: The Journey to an Automated A/PEnvironment• Hear about the evolutionary steps which have included consolidation, standardization,

offshoring, and digitization• Learn about some of the opportunities to drive greater efficiency and effectiveness• Gain first hand advice on how to implement a global e-invoicing initiative• Understand the major accomplishments and lessons learned

Michael Riggins, Senior Manager AP, Motorola

Strategic Alignments with Business and Markets Contracts are often viewed as a tool for managing risk. Some companies have ensured thatthey assist in winning business and attracting the right partners.• Highlight the ways to minimize risk through careful creation and management of contract• View your contract as a tool for winning partners and managing risk • View terms and conditions as a source of distinctive value proposition

M C McNeill, Vice President, IBM Global Services

Craig Silliman, SVP & General Counsel, Verizon Business & Verizon Telecom

Your Blueprint for Payables Performance Measurement• Increase productivity breakthroughs from AP automation• Identify key AP performance indicators• Establish additional commercial relationships to add credibility throughout the entire

organization • Receive recommendations for implementing payables performance measurement

James Tucker, Director Product Marketing, Ariba Network & Financial Solutions

Please visit website for executive client speaker information

No One Left Behind: Reengineering the Retained Organization • What should the retained governance organization look like? • How are global companies operating on an area basis structuring this?• How should one create a new delivery model by striking good balance between internal

(retained organization) and external outsourced organization? • How will you measure the value of the contribution? • What is the frequency and kind of interaction with the partner?



Adding Continuous Value Chair: Shared Vishvanath, APAC ClientDevelopment Head, Hewitt Consulting






BPO EvolutionChair: David Poole, CEO, BPO Americas,Capgemini

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What Can Derail the Progression of a Shared Services Center….And WhatYou Can Do To Turn It Around• Learn about the potential pitfalls that can derail your center's progress• Recognize signs of trouble • Learn what actions can be taken to get your center back on track• Receive advice on how to take preventative measures

Doneen Hobbs, Vice President of Shared Services, American Water

Roundtable: It’s A New World Are You Prepared? Leveraging GlobalizationAs Part of Your SS Strategy • Move from local scope/org/structure/governance/processes to regional and then on to global• Set up your service delivery framework to support customer needs across multiple legal

entities, countries, regions, business units and functions• Discuss global shared services leadership • Establish process owners and process solutions• Sourcing finance talent in a competitive, global environment Karen Huwyler, VP Global Financial Shared Services, Schering Plough

Taking HR Out of the Ivory Tower: Building the Exemplary BusinessPartnering for Maximum Buy-In and Cost Savings• Build continuous transformation into your HR strategy to align it with the changing needs• Work with internal partners to ensure HR is part of the solution, not the problem, by

clearly defining the value it will bring• Ignore the “one size fits all” approach – build in flexible terms with your partners andIdentify the points that tend to become problems if not dealt with early on in the relationshipDavid Goldstein, VP HR Shared Services, BAE SystemsKaren Harris, HR Shared Services Implementation Lead, BAE Systems

Closing With Confidence: Ensuring Accurate and Timely Closes in a SSEnvironment• Automate and control the entire financial close process• Realize exceptional return-on-investment in very short periods of time in addition to

improved compliance and control• Define responsibility and process ownership• Gain advice on what to do when servicing multiple locations while managing compliance

Dominick DiPaolo, CPA, VP Global Sales, BlacklinePlease visit website for executive client speaker information

Organizational Design for Contracting • Ensure the strategic oversight that drives transactional excellence• Understand the goals of contracting • Define the roles responsibilities

Stacie LeGrow, Corporate Counsel, Cisco

Consolidating Disparate Operating Initiatives: A 360° Approach to Strategy• Review the commonalities across functions and learn how to integrate across • Hear about what must be included and what might not work • Establish additional commercial relationships to add credibility throughout the entire

organization• Improve your internal and external communication to effectively display results

Brian Filas, Director of Shared Services, AECOM

Charting a Roadmap for BPO successJoin WNS and a leading professional services firm as they discuss the journey their respective teamsembarked on to change the companies operating model. During this session you will hear about• Point of entry, starting small to prove the outsourcing concept and obtain buy-in• The right time to expand, when the time is right to add new services, geographies and

business lines• Continuing to build, the best ways to grown an outsourcing relationship over time

Pradeep Vachan, COO, Industry and Infrastructure, WNS Global ServicesSteve Cox, FedEx



Adding Continuous Value Chair: Shared Vishvanath, APAC ClientDevelopment Head, Hewitt Consulting






BPO EvolutionChair: David Poole, CEO, BPO Americas,Capgemini

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General Session One

1:35 Panel Discussion: Why SaaS Is Changing the Face of Shared Services Applicationsand IT Forever: Why You Need to Get on Cloud Nine The proliferation of high-speed networks – along with the continuing maturation of cloudcomputing and open source computing – have laid the foundation for making shared IT activitiesbetween organizations more practical than ever. And while organizations in industries ranging fromhigher education to hospitality are actively exploring potential synergies for sharing resources, thereare multiple challenges that participants need to address to make shared services viable, includingsecurity, licensing, intellectual property and other legal issues. Learn from early-stage adopters of so-called ‘Technology Commons’ and the steps they’re taking to explore these opportunities andaddress these challenges.• What exactly is open source, virtualization, cloud, or grid computing? What is the difference?

And how can they help the sourcing strategy cut costs and increase scale?• What are some examples from those who have already done it• What are the technology and partnering options: How can cloud

computing and open source help to deliver more with less resources inyour organization

• What are the risks? Assessing and avoiding challenges with data security,platform sharing and risk within virtual and open source platform?

• What is the role of virtualization and cloud computing in enabling remoteworking and global offshoring?

Panel Moderator: Thomas Hoffman, Freelance Business & Technology Editor

Panelist: Joanne Kossuth, Vice President of Operations and CIO, Olin

Paul Fipps, CIO, Charmer Sunbelt

Includes Interactive Voting – Are you on the Cloud? Find Out What the Percentages Are?

2:25 SAP: Shared Services – The Next Generation Please join SAP and one of their customers as they present a new SAP business platform, called "SAPShared Services Framework" which brings significant cost savings and provides the infrastructure forefficient communication between the service center and its clients, including SLA assurance andreporting to business stakeholders.

Learn how customers are reaping the benefits from standardization and automation of transactionalservices being delivered by the shared service organization with own P&L responsibility, moving awayfrom a support organization into an agile and lean business center where HR and F&A services arenow core business and customer satisfaction is a higher goal achieved by delivering the right servicesfor the best price.

Dr. Franz Deitering, Global Head of Business Development for Shared ServicesSolutions l, SAP AG

2:25 HORSES FOR SOURCES: LIVE AND INTERACTIVE THUNDERING HOOVES USAAs the largest global community of bloggers across the shared services and outsourcing space, the“Horses” (as they are better known) are fast becoming recognised as the candid voice of the market.Over 65,000 clients, providers and advisors worldwide follow the market happenings, and generallyspeaking, they don’t hold back! Blog Founder Phil Fersht has joined with SSON exclusively to bring youone live, Horses debate per continent each year. How it works: Interactive audience voting technology gives YOU the chance vote live on your hottestindustry questions. 2 teams: Buy-side and sell-side, then respond to both audience feedback and thewider, “remote” community views (from live blog-feeds from the wider Horses community!). And tokeep the debate lively, we’ve enlisted the help of Former Kraft SVP Global Shared Services, Lee Coulterto MC the teams responses. And he’s not known for tolerating fence-sitting… Expect some fireworks.Expect some fun. Expect to hear it like it is. Possible questions for you to debate include:• Can service partners really help you grow your business globally, or is it all wishful thinking and

fantasy-selling on their part?• Engaging a service partner who can provide common processes around a solid ERP backbone is

critical – but can a sourcing strategy really help or hinder this?• Good providers should add discipline to your collections and speed up cash-flow, eliminate bad

debt and free up cash-supply. But as maturity levels rise for BPO offerings – how much is this reallyhappening with the earlier adopters?

• Can sourcing achieve realignment of fixed/variable costs to reduce the business risk in this turbulentmarket? And can you do this yourself, or is it more achievable with an outsourcing partner?

Horses Live MC: Lee Coulter, Former SVP Global Shared Services, KraftBUY-SIDE TEAM: John Transier, VP & Controller, UnileverBUY-SIDE TEAM: Jay Desai, VP Global Sourcing, Northern Trust SELL-SIDE TEAM: Phil Fersht, Founder of Horses for Sources, and Head of Corporate Strategy,Cognizant SELL-SIDE TEAM: Deborah Kops, CMO, WNSSELL-SIDE TEAM: Tiger Tyagarajan, Chief Operating Officer, Genpact

General Session Two

1:35 The Dating Game!! Choosing the Best Outsourcing Provider for youHow do you ensure that your provider is the “best” choice for processing your unique Finance,Accounting, HR or IT processes? What are the critical factors that you should consider in assessing aservice provider? The process can be difficult, unless you are focused on the right way to do it.

Often times, there is a large investment made in selecting a provider, and the end result is not theright one. An unsuccessful relationship can lead to value leakage and disruption in the business.

Tom Stern, the business-savvy and world-famous author, radio talk show host and comedian willMC an entertaining “dating game” between a prospective multi-functional outsourcing Client andthree multi-national, tier one outsourcing providers. This engaging session, while enjoyable, will alsobe educational as Tom attempts to match global capabilities to unique client requirements. TPI willact as the objective moderator and process expert to mediate disputes!

• Know your type: If selecting a partner follow same rules as selecting a spouse – how do you spota good fit for you?

• What are the current failure rates and most common reasons for a mis-match?

MC: Tom Stern, Business Savvy, World-Famous Author, Radio Talk Show Host & Comedian

Moderator: Steve Kopp, Patner & Managing Director, TPI


3:10 Afternoon Networking Break in the Exhibit Hall

Not Just forTechies – A Must

Attend for AllThose Needing To

Align IT withOverall SS Efforts

General Session One

4:30 Make me a Supermodel: Architecting a Best-in-Class Delivery Model toFit your Business Hand-in-GloveAs the “make or buy” decision has morphed towards “make and buy” for many captives,the biggest question facing most leaders of services sourcing strategy is now, what designor mixed-model works best for your organizational make-up? • Deciding what’s actually regarded as core to your business• What’s your starting point? Where you are now can influence where to go next• How much flexibility and internal control does your business need?• Mapping out your infrastructure and technology landscape and requirements• Service culture expectations: Weighing internal vs. external advantagesTiger Tyagarajan, Chief Operating Officer, Genpact

General Session Two

4:30 A Briefing From The Blue Sky Leadership Forum: Navigating Your Path toFull Market Recovery Our Blue Sky speaker faculty has years of combined experience and have mapped outsome guiding principles and benchmarks for YOU to follow. This exclusive conferencereport will highlight some of the key findings and personal thoughts from a few of ourgreat leaders. What are the real issues of today? Which ones can be solved and whichones will we grapple with for years to come? What does the future hold and what shouldwe, as leaders in this community, be doing to build and grow our centers of excellence?

Panelists will help define what your future agenda should and will look like.

Moderated by: Ron Gillette, Senior Managing Director, ACS

Graham Russell, VP Transaction Processing, AstraZeneca

Karen Huwyler, VP Global Shared Services, Schering Plough

Sreekanth K, SVP, Global HR Operations & HR Business Partner, CA

5.15 Close of Conference


A BRoundtable Discussion: Silo-Function VersusMulti-Function: True Shared Services BusinessModel or Merely a Centralized Function? SSOs with limited scope, sometimes do not evolve pasttheir “process silos” and may not demonstrate many ofthe key attributes found in a successful multifunctionalSSC operating model. This raises a very interesting debateas to whether or not such an operation is a true “sharedservices business model” or merely a centralizedorganization. • What are the attributes that will help drive significant

integration across multiple functions within the SSC,and between the SSC and the business units

• Are these attributes embedded in the SSCsorganizational culture and are they perceived as positive

• Do the performance operating results of the SSCconsistently exceed expectations, as measured byinternal and external benchmarks

Ira Fialkow, EVP, Shared Services, CEMEX

Ed Martinez, VP Shared Services, Arby’s/Wendy’s

Lori Wall, Vice President, Taylor Corporation

Establishing Metrics That Drive Added ValueMetrics have no value if they do not drive the rightactions. Top performers collect actionable data on bothtransactions and portfolio performance. • Knowing what to measure• Data collection and communication • Benchmarks and market intelligence

Jean Kinney, Associate Director Purchases, Procter &Gamble

Lamar Chesney, EVP and CPO Suntrust Banks

Craig Silliman, SVP & General Counsel, VerizonBusiness & Verizon Telecom

C Connecting Lean Six Sigma and OperationalExcellence Strategies to Your Top-LevelObjectives• Determine what your organizational strategy and

objectives are, and build your Lean Six Sigma Strategyto directly support them

• Communicate what you are trying to build and how itcan be constructed

• Set improvement targets and velocity metrics toencourage your journey towards the goal

• Accelerate Cross-Departmental Process Improvements

William Metz, Global Business Services ExternalBusiness Development Manager, Procter & Gamble

Concurrent Track Sessions Begin. Choose from:Adding Continuous Value Chair: Shared Vishvanath, APAC Client Development Head,Hewitt Consulting

From Contracting to Collaboration (IACCM) Chair: Tim Cummins, President & CEO, IACCM

Process Transformation Chair: Dave Hebert, Managing Director, 3Cinsight

A B C

18

Five years ago, the Shared Services & Outsourcing Network (SSON) launched the Blue SkyInnovation Room to tackle challenges unique to only the most advanced SSOs. With changingtimes presenting new challenges for these true centers of excellence, it was time for a change.Never one to sit idle, we’ve listened to your feedback and made some fundamental changes to thecurrent Blue Sky Format by raising the bar for today’s best-in-class SSOs.

This room will specifically address today’s most pressing issues for the most mature programs.

What’s Changed?The newly re-launched Blue Sky Leadership Forum promises to craft a vision for the next generationin Shared Services & Outsourcing, provide a unique platform for industry-wide thought leadershipand as luminaries in the space, help to establish guiding principles and benchmarks for others tofollow. This is your chance to truly make your mark on the SSO landscape of the future!

Blue Sky Leadership Forum Setting the Vision for Tomorrow’s SSO Innovations

100% Relevant and At Your Level: More Exclusive & Extended Access CriteriaFirst and foremost, the 2010 Blue Sky Leadership Forum will heighten the level of industryexperience and scope, making it the one place where today’s shared services and sourcing visioncan become tomorrow’s reality!

In line with the increasing maturity of SSOs and in addition to the prerequisite 5+ years strategyand delivery experience necessary for membership, you must now also satisfy at least 3 of thefollowing criteria: 1. SSO organization size: 100+ seats (Captive or Outsourced) (yes/no)2. Scope of Activity: More than pure transactional or multifunctional responsibility (yes/no)3. Scope of Customer Base: Multinational (yes/no)4. Current practitioner in SSC/Sourcing (yes/no)

Please note: Pre-Qualification for this track is required, please see bottom of page for details

Wednesday, March 24, 2010 Thursday, March 25, 201011:20 – 12:55

Shared Services As The Nexus of Transformational Cost Re-Alignment As economists are talking about a “jobless recovery” and a dearth of consumer spending to fuelany real growth, most organizations are facing a need to sustain a new, lower cost structure theymay have achieved through traditionally non-stainable means (e.g. salary freezes or evenreductions, spend containment, investment postponement, etc.). Shared Services groupsshould/could be at the nexus of such transformational cost re-alignment. How is your organizationviewing the “new economy” and what is your shared service group doing about it?John Transier, Vice President & Controller, UnileverKaren Huwyler, VP Financial Shared Services, Schering PloughBill Johnson, VP Global Financial Shared Services, Coca-Cola EnterprisesSena Kwawu, SVP Finance Shared Services, Genworth Financial

4:50 – 6:25

Non Traditional Services: Leveraging New Offerings for ExpandedCapabilityOutsourcers are developing robust offerings around KPO (knowledge process outsourcing).Expanding capabilities well beyond the transactional back office. For clients that operatean outsourced model, how are they leveraging this type of capability? For internal models,are their similar examples of moving into heavily analytical / research oriented services? Forboth, how did they get engage customer base for these non-traditional services?Graham Russell, Head of Transactional Services, AstraZenecaLee Coulter, Former SVP Global Shared Services, Kraft Jay Desai, VP Global Sourcing, Northern Trust

11:00 – 12:35

Greater Risks & Higher Stakes: Best Practices for Leadership Development &Change When evaluating how world-class companies pull ahead of the competition in challenging business conditions,experts consistently pinpoint one differentiating factor: strong leadership. Today’s challenging economy calls forglobal executives who can lead strategically, responsibly and ethically. This includes greater accountability and acloser connection to the supporting business units you govern, Richard E. Munzinski, SVP Shared Services, American Electric PowerDave Griebl, VP Finance Shared Services, Monster WorldwideSreekanth K, SVP Global HR Operations & HR Business Partner, CA

3:40 – 5:10

SVP Visions: Strategies Behind SSON’s Top-Rated 5-Year Visions: Designingand Communicating an Organizational Vision that Drives and Delivers ResultsWherever you’re headed, knowing where you're trying end up goes a long way towards getting there.Never has this adage been truer than in respect of a shared services operations’ end goal. Exit strategieshave long been a critical feature in the planning stages of SSCs, but those at the helm of the journey arecharges with establishing and communicating this vision through the organizations channels to help thebusiness get their faster. SSON are inviting leaders of Global and Regional SS strategy worldwide to sharetheir 5- year SS vision, including:• Fundamentals – are there commonalities across the most successful visions? What must it include?• Internal and external communications: How to communicate to drive resultsJim Shaughnessy, SVP & Chief Administrative Officer, Orbitz WorldwideLee Coulter, SVP Global Shared Services, Kraft

Chairperson: Bob Cecil, Executive Director, Business & Processes Advisory, EquaTerra

Blue Sky Leadership Forum

How Do I Get Involved? Due to the exclusive nature of the Blue Sky Leadership Forum, there are a limited number of seats available in the Blue Sky Room, issued on a first-come, first- serve basis after meeting theaforementioned criteria. When registering, please be sure to indicate that you would like to be considered. Don’t miss your chance to be a part of this exclusive senior level brainstorming opportunity! To indicate interestin the Blue Sky Council, visit www.sharedservicesweek.com or email [email protected]


presents the…

Revamped

OracleWebsite: www.oracle.comOracle's business is information—how to manage it, use it,

share it, protect it. For nearly three decades, Oracle, the world's largestenterprise software company, has provided the software and services that letorganizations streamline business processes and gain the business insightsnecessary to achieve operational excellence.

ScottMadden, IncWebsite: www.scottmadden.comScottMadden, Inc. is a leading management

consulting firm specializing in shared services, outsourcing advisory services,and the energy industry. ScottMadden began to develop its shared servicespractice in 1994. Since that time, we have helped many clients with the design,implementation, and operation of shared services within their organizations.Our experience spans the spectrum of potential shared services functions, andwe have deep functional expertise in HR, IT, supply chain, finance andaccounting, and real estate and facilities. We have performed significant sharedservices work in a wide variety of industries, from entertainment to energy tohigh tech. Our approach to the creation of shared services is to help our clientsbuild a "business within the business." We believe that the shared servicesbusiness should operate just like any other business within the corporation -with a business plan, a scorecard for performance, incentives for performance,and consequences for non-performance.

ACSWebsite: www.acs-inc.comACS is a FORTUNE 500, premier provider of diversified businessprocess and information technology outsourcing services for

commercial and government clients. A proven leader in Finance & Accounting,ACS manages comprehensive F&A solutions for global clients with an extensivenetwork of integrated Centers of Excellence which leverage our robusttechnology, methodology and process expertise.

Trintech, Inc.Website: www.trintech.comTrintech, Inc. (NASDAQ: TTPA) is a global software,

technology services, and hosted application services company specializing intransaction verification, reconciliation, process management and compliance.Trintech provides solutions for automating and analyzing account reconciliationand certification processes to ensure enterprise-wide compliance with internalbusiness controls and Sarbanes-Oxley requirements.

GenpactWebsite: www.genpact.com Genpact is a leader in the globalization of services and

technology and a pioneer in managing business processes for companiesaround the world. The company combines process expertise, informationtechnology and analytical capabilities with operational insight and experience indiverse industries to provide a wide range of services using its global delivery platform. Genpact helps companies improve the ways in which they do business by applying Six Sigmaand Lean principles plus technology to continuously improve their businessprocesses. Genpact operates service delivery centers in China, Guatemala,Hungary, India, Mexico, Morocco, the Netherlands, the Philippines, Poland,Romania, South Africa, Spain and the United States.

CapgeminiWebsite: www.capgemini.comCapgemini, one of the world's foremost providers of

Consulting, Technology and Outsourcing services, enables its clients totransform and perform through technologies. Capgemini provides its clientswith insights and capabilities that boost their freedom to achieve superiorresults through a unique way of working, which it calls the “CollaborativeBusiness Experience”. Capgemini employs more than 80,000 people worldwideand reported 2006 global revenues of 7.7 billion Euros. More informationabout our services, offices and research is available at www.capgemini.com.

SAPWebsite: www.sap.comAs the world's leading provider of business software, SAP delivers

products and services that help accelerate business innovation for ourcustomers. We believe that doing so will unleash growth and create significantnew value – for our customers, SAP, and ultimately, entire industries and theeconomy at large. Today, customers in more than 120 countries run SAPapplications – from distinct solutions addressing the needs of small businessesand midsize companies to suite offerings for global organizations.

WNSWebsite: www.wns.comWNS is a leading global business process outsourcing company.

Deep industry and business process knowledge, a partnership approach,comprehensive service offerings and a proven track record enables WNS todeliver business value to the world’s leading companies. WNS is passionateabout building a market leading company valued by our client, employees,business partners, investors and communities. Our home page iswww.wns.com.

TPIWebsite: www.tpi.netTPI, a unit of Information Services Group, Inc. (ISG) (NASDAQ:III, IIIIU,IIIIW), is the founder and innovator of the sourcing advisory industry,

and the largest sourcing data and advisory firm in the world. We are expert at abroad range of business support functions and related research methodologies.Utilizing deep functional domain expertise and extensive practical experience,TPI’s accomplished industry experts collaborate with organizations to help themadvance their business operations through the best combination of businessprocess improvement, shared services, outsourcing and offshoring. In addition,TPI Momentum, a business unit of TPI, provides information and insights tooutsourcing and offshoring service providers to help them provide enhancedservices to their sourcing clients.

The American Express CompanyWebsite: www.americanexpress.comThe American Express Company is a diversified worldwide travel,

financial and network services company founded in 1850. Through its GlobalCorporate Services group, American Express provides expense managementservices to more than 100,000 firms worldwide. It is both the leading issuer ofcommercial cards and the largest corporate travel management company in theworld, serving nearly 70 percent of the Fortune 500, along with tens ofthousands of mid-sized companies.

ITD HungryWebsite: www.itdh.com

ITD Hungary is the Hungarian government’s Investment and Trade DevelopmentAgency established to promote inward investments and bilateral trade. Throughits extensive network of contacts in both the public and private sectors ITDHungary is a single point of contact to support decision-makers looking for newbusiness opportunities in Hungary. As a „one-stop shop” information andconsultation centre for foreign investments in Hungary, the agency providesforeign investors with high-quality support for key decision-making processesand a wealth of supplementary services during project preparation,implementation and after care. International service sector companies assistedby the agency include AVIS, British Telecom, Celanese, Citigroup, Diageo, EDS,ExxonMobil, GE, IBM, Morgan Stanley, National Instruments, NCR, Sykes, TATA,Vodafone and many others.

Tata Consultancy ServicesWebsite: www.tcs.comTCS is a leading global firm whose mission is to help

customers achieve their business objectives, by providing innovative, best-in-classconsulting, IT solutions and services. TCS works with clients living values such asleading change, operating with integrity, respect for the individual, striving forexcellence, learning and sharing so that clients experience certainty. As part ofthe Tata Group, TCS has a passionate commitment to developing thecommunities in which we operate.

BanTecWebsite: www.banctec.comBancTec, a global provider of advanced, high volume document and

payment processing solutions, helps clients around the world simplify the process of managinginformation. BancTec’s solutions and services address client needs in the areas of medicalbilling, receivables and payables processing, correspondence and forms processing.

BrainwareWebsite: www.brainware.comBrainware’s Intelligent Data Capture solutions automatically extract and

process data from any kind of document. Our uniquely template-free approach means fasterand more accurate processing of critical line item information to SAP, Oracle, or otherenterprise systems - all while decreasing your manual data entry by 60-80%! The increases inproductivity and decreases in operating expenses will have a profound effect on your bottomline.

OB10Website: www.ob10.comAs the leading global B2B e-Invoicing network, OB10 simplifies andstreamlines A/P invoice processes for significant cost savings and operational

efficiency. By enabling companies to receive invoices electronically from suppliers, OB10eliminates manual scanning and data entry and enables dramatic process improvements,maximizing companies’ control over cash flow. By allowing suppliers to submit invoices in anyelectronic format for delivery to client companies in their desired format, combined withunrivaled supplier enrollment support, OB10 helps clients realize the benefits of e-Invoicingquickly for ROI under one year. OB10 customers include HP, Apple, Kellogg’s, MeadWestVaco,Mohawk Industries, Motorola, and the U.S. Department of Veterans Affairs.

EquaTerraWebsite: www.equaterra.com

EquaTerra sourcing advisors help clients achieve sustainable value in their IT and businessprocesses. Our advisors average more than 20 years of industry experience and havesupported over 2000 transformation and outsourcing projects across more than 60 countries.Supporting clients throughout the Americas, Europe, and Asia Pacific, we have deep functionalknowledge in Finance and Accounting, HR, IT, Procurement and other critical businessprocesses. EquaTerra helps clients achieve significant cost savings and process improvementwith internal transformation, shared services and outsourcing solutions. www.equaterra.com

APEX AnalytixWebsite: www.apexanalytix.comAPEX Analytix serves global shared services with recovery audit services and

technology solutions that prevent, detect, and rapidly recovery overpayments; supportcompliance, mitigate risk, and provide insight into accounts payable, purchasing and theprocure to pay process. The company has over 40 software installations - more than anyprovider of A/P recovery audit services and prevention software. The software has preventedmore than $1 billion in overpayments. APEX Analytix serves more than 30 of the Fortune 100and has 110 active software and service clients.

BlacklineWebsite: www.blackline.com

BlackLine, founded in 2001, pioneered the creation of Balance Sheet Account Reconciliationsolutions. An experienced provider of enterprise solutions to Fortune 500 companies andfinancial institutions, BlackLine provides quick-to-implement, scaleable, and easy-to-useapplications that help improve the financial controls for companies of all sizes.

Deloitte Consulting LLPWebsite: www.deloitte.com/us

"Deloitte" is the brand under which 165,000 dedicated professionals in independent firmsthroughout the world collaborate to provide audit, consulting, financial advisory, riskmanagement, and tax services to selected clients. These firms are members of Deloitte ToucheTohmatsu ("DTT"), a Swiss Verein. Each member firm provides services in a particulargeographic area and is subject to the laws and professional regulations of the particularcountry or countries in which it operates. DTT helps coordinate the activities of the memberfirms but does not itself provide services to clients. DTT and the member firms are separateand distinct legal entities, which cannot obligate the other entities. DTT and each DTT memberfirm are only liable for their own acts or omissions, not those of any other entity. Each DTTmember firm is structured differently in accordance with national laws, regulations, customary

About Our Sponsors

20

practice and other factors, and may secure the provision of professional services intheir territories through subsidiaries, affiliates, and/or other entities.

KellyOCGWebsite: www.kellyocg.comKellyOCG is the Outsourcing and Consulting Group of Fortune 500human resources solutions provider, Kelly Services, Inc. KellyOCG is a

global leader in innovative talent management solutions in the areas of RecruitmentProcess Outsourcing (RPO), Business Process Outsourcing (BPO), ContingentWorkforce Outsourcing (CWO), Human Resources Consulting, Career Transition andOrganizational Effectiveness, and Executive Search.

Ariba, Inc.Website: www.ariba.com/go/payablesAriba, Inc. is a leading provider of electronic invoicing and payment

solutions to assist companies of any size realize rapid and sustainable bottom-lineresults. Ariba successfully serves customers in diverse industries such as consumerproducts, energy, financial services, manufacturing, public sector, higher education,telecommunications, transportation, and more.

Invest ChileWebsite: www.hightechchile.com

In 2000, CORFO launched Invest Chile, a program designed to promote and attractIT and BPO investments to the country. The program supports the installation ofbusinesses such as shared service centers, call centers and technical support centers,software development centers, electronic integration and assembly operations. Wehave a vast range of services for investors and a full variety of grants for setting up aproject.

J.P. MorganWebsite: www.jpmchase.com

J.P. Morgan helps clients by collaborating on strategies to efficiently manage theirworking capital and minimize risk. As one of the most trusted global treasuryservices providers, J.P. Morgan offers a complete suite of capabilities and solutions,delivering distinctive service to clients while focusing on long-term relationships. J.P.Morgan offers our clients a holistic approach to meet payables, receivables, trade,investment and liquidity needs.

CorridorWebsite: www.corridorconsulting.com Corridor is The Global Leader in SharePoint based Contract Management (CM)solutions. With SharePoint's unparalleled acceptance at organizations around theworld, it is an ideal environment for contract management. Typically, _ to _ the priceof dedicated CM solutions, the Corridor SharePoint Business Application meets over85% of standard requirements across the contract life cycle. Visit us in the ExhibitHall and see why so many companies have selected Corridor as their StrategicContract Partner for their Contract Management Requirements.

Cyber City TeleservicesWebsite: www.cctll.com Cyber City Teleservices (CCT) provides cost-effective inbound

and outbound bilingual call center services delivering exceptional sales conversionsand service results through tailored offshore call center solutions. Through ouraward-winning PCI & ISO certified call centers located in the Philippines, Panamaand Colombia coupled with leading technologies, over 3,000 motivated employeesand an unshakeable focus on superior quality and sales results, CCT is the "Go-To”call center and BPO partner for a variety of industries.

DMAWebsite: www.dmainc.comDMA is a leader in corporate tax consulting and outsourcing

with practice areas including: business licensing, property tax, sales/use tax, stateincome and franchise tax. From offices across North America, DMA partners withclients to prospectively improve tax processes, reduce administrative costs and minimizetax liabilities. Leveraging historic cost-recovery analysis with tax process benchmarkingand tax technology, DMA formulates and executes sustainable solutions for large andcomplex companies.

OversightWebsite: www.oversightsystems.com

Oversight software inspects financial transactions in real time to help shared servicecenters reduce transaction costs and increase transaction integrity by identifying errorsand misuse early in the transaction process when corrections are less costly and lesscomplex. Oversight software continuously monitors 100% of the transactions andbusiness activities in financial systems to report on the effectiveness of internal controlsand prevent losses due to errors, misuse and fraud.

Scan-OneWebsite: www.scan-one.com

Scan One is the only capture and workflow company that truly specializes in theInvoice 2 Payment (I2P) portion of the Accounts Payable cycle. Mail room, scanningand data capture services along with our online approvals and coding workflow quicklyturns your process into a completely paperless world that saves you money from dayonevOur very unique Business Process Engine (BPE) was designed to make workflow work -our workflow, your workflow, or even their workflow. No hardware, no software, noIT, no capital investment - immediate savings.

BaswareWebsite: www.basware.com

Basware is the global leader in Enterprise Purchase to Pay (EPP) solutions. We offer acomprehensive suite of e-Invoicing, invoice automation, procurement, travel & expensemanagement solutions, and outsourced scan & capture services, that work together tomeet your specific requirements. Our solutions are available as licensed, hosted, andon-demand (SaaS) offerings. We transform manual, paper-based purchasing andpayables processes into an automated, digital process that seamlessly integrates with,and complements existing accounting and ERP systems such as Oracle, SAP, Lawson,JDE, PeopleSoft, MS-Dynamics and 200+ more. Over 1 million users at 1,500organizations worldwide depend on Basware solutions to automate business-criticalfinancial processes. With an ROI of less than 9 months, broad spend / discount management capabilities,and extensive input from our users, Basware delivers the most comprehensive e-Invoicing, Invoice Automation and Procurement solutions available today.

KofaxWebsite: www.kofax.comKofax is the leading provider of document driven business

process automation solutions. For more than 20 years, Kofax has provided awardwinning solutions that streamline the flow of information throughout an organizationby managing the capture, transformation and exchange of business critical informationarising in paper, fax and electronic formats in a more accurate, timely and cost effectivemanner. These solutions provide a rapid return on investment to thousands ofcustomers in financial services, government, business process outsourcing, healthcare,supply chain and other markets. Kofax delivers these solutions through its own salesand service organizations, and a global network of more than 1000 authorizedpartners in more than 60 countries throughout the Americas, EMEA and Asia Pacific.

Data DimensionsWebsite: www.datadimensions.com

Data Dimensions Corporation empowers organizations to effectively manage theirdocuments and competitive intelligence. At Data Dimensions, we are experts whosolely focus on your individual needs and challenges in today's ever-changingmarkets. We build on your strengths while improving, re-designing, or aligning yourprocesses to overcome challenges. Our flexible and innovative solutions are designedto assist you in as many or as few areas as needed, and are modeled to expand asyour business grows and your needs increase.

ReadSoftWebsite: www.readsoft.com

Over 6,000 modern enterprises have turned to ReadSoft's document processautomation solutions for increased efficiency, cycle time, control and visibility offinancial documents. Our software boosts efficiency at shared service centers aroundthe world, such as Siemens, GlaxoSmithKline and Avon. End-to-end solutions includeimage and data capture and an "inside ERP" suite of workflow solutions for probleminvoice resolution and approvals. ERP-certified, our solutions are seamlessly integratedwith systems such as SAP and Oracle. With customers on five continents, operationsin 16 countries and partners in more than 70 countries we have the experience, theknow-how and the resources to provide shared service centers with solutions to boostthe bottom line and improve operational efficiency.

Hewitt AssociatesWebsite: www.hewitt.com Hewitt Associates (NYSE: HEW) provides leading organizations around theworld with expert human resources consulting and outsourcing solutions

to help them anticipate and solve their most complex benefits, talent, and relatedfinancial challenges. Hewitt Consulting specifically focuses on assisting organizationswith People, Process, Technology and Organizational level changes. Hewitt expertisehas been to work with clients in enhancing their HR delivery structures from acustomer service, efficiency and cost saving perspective. This involves providing bestpractices for transforming processes, migrating delivery models from a decentralizedto a centralized shared services structure, onshore to an offshore location and from aninsourced to an outsourced environment. Hewitt has assisted clients across the globeduring their journey of business and talent transformation.

North HighlandWebsite: www.northhighland.com North Highland is a global management and technology consulting firm that achievesexceptional results with the world's largest organizations, using a very differentapproach - we employ only experienced consultants, we live and work where ourclients do, and we guarantee our work. North Highland is helping business,government and non-profit clients define strategies, streamline operations, empowerpeople, integrate suppliers, leverage technology and maximize customer interaction.

ChazeyPartnersWebsite: www.chazeypartners.comChazey Partners brings together a unique wealth of expertise and real lifeexperience in implementing and operating world class Shared ServicesOrganizations (SSOs) across the globe. We pride ourselves in having built,

operated and turned around some of the world’s most highly commended andground breaking Shared Service Organizations. Our experience spans numerousShared Service and Business Process Outsourcing programmes delivered over the last20 years. Our functional breadth of experience includes Finance, HR, IT andProcurement.

Media Partners:

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About Our Sponsors


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