Author Archives: Larry Janis

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

As a part of our talent acquisition engagements, we ask our clients how they define “top talent” and how they would assess those traits in the interview process. Reflecting on the insightful comments we hear every day, we thought there would be great value in a new blog in which senior executives/thought leaders share their “Take on Talent.”

This is the nineteenth in a series of blogs/interviews with senior executives who are thought leaders in the areas of Talent Acquisition, Career Development and Leadership who will share their perspectives on this ever present question

 

Mark Trepanier is the Chief Operating Officer of TransformAI.  TransformAI helps global companies grow and scale using the world’s most sophisticated robotic process automation (RPA) solutions to transform their customer facing and back office functions. 

Mark is an accomplished executive with a long and extensive record in developing and executing transformative service delivery models. Prior to joining transformAI, he served as EVP Client Services at Axiom with global responsibility for its Technology-Enabled Contracting unit. He was also a partner in KPMG’s Advisory practice, an executive director at Accenture with its Outsourcing unit, and a Managing Director at Exult, an early BPO innovator. (more…)

A framework for succeeding as a first-time CEO

We’ve all seen the signs of a floundering first-time CEO: leadership attributes and behaviors we can all agree are not only ineffective but sometimes harmful. Although well-intended, there are four damaging leadership attributes and behaviors first time CEOs often display:

• Over-helping: First time CEOs are often eager to help their new teams gain trust and build relationships. However, this instinct can occasionally turn into over-helping, which often becomes micromanaging or functional leadership.

• Egocentrism: Perhaps born from a fear of failure or insecurity, first-time CEOs often fall into the trap of being driven by their egos. They take on the hero mentality and the accompanying sense of martyrdom.

• Overcapacity: While CEOs should be eager to get involved, they shouldn’t book themselves over capacity. Frequently, first time CEOs try to do so much they become frantic and unavailable. At the worst of times, this devolves into seagull management.

• Ambiguity: At the start of a first time CEO’s tenure, it may seem like the game is moving too fast. As such, the organization may suffer from an unclear vision, strategy and culture. This can manifest in slow or poor decision making and living in ambiguity. (more…)

Manager Global Business Services Outsourcing & Shared Service

Leading businesses are now using Global Business Services (GBS) to create alignment among their business units. Instead of operating numerous shared service centers and managing outsourcing vendors separately, organizations can integrate governance, locations, and business practices across the enterprise to achieve transformative performance improvements. In this way, GBS serves as a single enterprise organization or network that can drive collaboration and sharing to improve delivery efficiency, effectiveness, and business outcomes.

You along with dynamic colleagues will work closely with executives to consider how an outsourcing or shared services operating model aligns with their business strategy. As a Manager, you will lead and deliver large, complex client engagements that identify, design, and implement creative business and technology solutions for large companies.

Manager level responsibilities include: providing service excellence by identifying key client business issues, determining client needs by supplementing the standard assessment techniques and tools with innovative approaches, evaluating and validating analysis and developing recommendations for the client in the context of the overall engagement.  You will be expected to implement and oversee the quality of deliverables and effectively manage the team and day-to-day relationships to ensure exceptional performance.  Managers participate in the development and presentation of proposals for business development activities. You will have the opportunity to lead small engagements or components of large, complex engagements. (more…)

Senior Director, GBS- Accounts Payable

Our client has the largest corporate Accounts Payable shared services organization in the world.

Person will lead Accounts Payable Global Shared Services; including all aspects of AP including Goods for Resale, Store Back office, transportation, freight and regulated goods for North America (US and Canada) Finance operations.  Will be the Process Owner responsible for setting product strategy as well as managing operations for AP for North America and driving process improvements. 

They have a hybrid model of in-house (~650) & BPO (~200) AP teams = One Team.   Sr. Director leads a committed team of 700 associates.

Experience needed:  

  • Financial Shared Services experience; including account payable experience
  • Operational Strategy and digital transformation experience:  Change the way we work outside of status quo. Working closely with tech teams to operationalize robotics and machine learning opportunities; including replacing legacy with new tech.  Change management and helping the team adapt.
  • Service Delivery Leadership:  Solutions that achieve results
  • GPO – Global Process Owner:  Process Design, Building Roadmaps
  • People Leadership: Lead a motivated, dependable, committed and high performing team.  Champion and elevate your team.
  • Relationship Management: Successful at building corporate relationships and communicating during challenging times. 
  • Vendor Management experience with a BPO partnership.
  • Technical knowledge: Tech savvy. Understand enough to ask the right questions and steer technologists in the right direction. Know when to use the right technology for the right solutions.
  • Communication and Influence:  Communicate complex topics and processes in an easy manner while conveying a value of urgency.
  • Governance: Maintain a strong controls environment. Maintain contractual responsibilities.  Work w Internal audit, external audit.

Please let me know your thoughts. Thank you!

Larry Janis

Managing Partner

Integrated Search Solutions Group

P-516-767-3030 I C-516-445-2377 ISSG I LinkedIn

Happy Holidays

As we celebrate the Holiday Season we want to thank each of you for the continuing support of our firm. Best wishes to all of you for good health, happiness and prosperity in the New Year!