Tag Archives: F&A

Inside with Alan Hanson, Sr. Vice President , Neo Group

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LJ: Would you please share with us your current role & responsibilities.

AH:  As Senior Vice President, I lead our solutions, sales and marketing globally. Neo Group provides Globalization Advisory, Governance Solutions, and Supplier and Location risk analytics and monitoring services.  All three areas are growing and the supplier risk and analytics services are particularly critical in the market these days as clients turn there attention to meeting regulatory demands and their vendor management objectives of better managing their global operations. Continue reading →

BPO Insurance Practice Head – US

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Qualifications: Significant experience required; must have a proven track record of running a large scale BPO portfolio in insurance with P&L responsibilities. Background must include demonstrated ability to manage sales, grow revenue, and build a business practice.  Prior experience must include operational responsibility for and understanding of personal lines BPO product offerings, with a focus on life and annuity products. Continue reading →

Smartsourcing Requires A New Maturity Model

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By Marc Kauffmann

Since smartsourcing is a relatively new concept, it is important to develop a model/methodology that ensures successful implementation and encourages innovation. This warrants development, management and continuous refinement of a comprehensive Smartsourcing Innovation Model. Continue reading →

The Interconnected CFO: How to Drive Better Organizational Outcomes

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written by Shantanu Gosh

From custodian of corporate assets and financial information, the CFO’s role has expanded to a bewildering degree, requiring organizations to reassess their entire approach to financial operations. The old silo mentality is outdated; organizations must develop a more efficient and effective financial operation that drives value across the enterprise. The CFO, being at the center of this process, is best able to drive the necessary changes to create such an interconnected enterprise. However, to be successful, the CFO must learn to leverage all of the tools, expertise, delivery models, and resources available both within the organization and externally, for no single executive has the time to personally research and oversee every aspect of such a transformation. Continue reading →