The challenge
Global finance improvement needed a coherent plan across processes, people, data and systems. Strategic objectives, process-owner priorities and capability development had to connect within one delivery approach. The assignment addressed coordinated improvement across Downstream, Finance Operations and Group Functions, rather than a collection of unrelated efficiency projects.
The contribution
Jeroen led four CI teams comprising 35 professionals and delivered a three-year Integrated Process Plan. He worked with stakeholders and process owners on priorities, project scoping and capability development. The approach used process-performance gaps to shape improvement activity and connected the delivery plan with the organisation’s strategic objectives.
The documented result
The work established an integrated improvement plan and leadership of the finance CI community. It joined process, people, data and systems within a coordinated programme. Programme-level savings are reported separately in the professional case material and are not multiplied across the related finance workstreams.
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