Tag Archives: US

Sr. Manager: Global Business Services- Outsourcing & Shared Services

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Achieve the next level of Performance!  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.

Work you’ll do

You along with dynamic colleagues will help organizations create a single enterprise organization or network of Shared Services and Outsourcing relationships.  As a Senior Manager, you are expected to contribute to the firm’s growth and development in a variety of ways.  You will be responsible for engagement management: Lead engagement planning  and budgeting; mobilize and manage engagement teams; define deliverable structure and content; facilitate buy-in of proposed solutions from top management levels at the client; direct on-time,  quality delivery of work products; manage engagement economics; manage engagement risk.  Senior Managers manage day to day interaction with executive clients and sponsors.  You will be expected to participate in Business Development, develop and maintain contact with top decision makers at key clients; organize and lead pursuit teams; participate and lead aspects of the proposal development process; contribute to the development of proposal pricing strategies.  Senior Managers must contribute to Practice Development & Eminence:  Develop practical solutions and methodologies; develop “thoughtware” and “point- of-view” documents; participate in public speaking events; get published in industry periodicals.  We invest in our people, as a Senior Manager you will be responsible for people development, performing the role of counselor and coach; provide input and guidance into the staffing process; actively participate in staff recruitment and retention activities; provide leadership and support for delivery teams and staff in local offices.

 

Qualifications

Required:

  • A minimum of 10+ years consulting and/or industry experience is required
  • Must have subject matter expertise and project experiences in Shared Services, Outsourcing and/or Offshoring industry, or multiple back-office functional optimization
  • Shared Services Feasibility Assessments, Implementations, and Optimization
  • Ability to analyze and apply outsourcing trends
  • Practical experience with the full lifecycle of functional optimization, BPO and/or shared services programs
  • Core vs. Non-Core Assessments
  • Understanding of vendor landscape
  • Ability to interact at all levels of the client organization
  • Business Development and Delivery experience
  • Bachelor’s Degree

Preferred:

  • RPA experience
  • Ability to work independently, manage small engagements or parts of large engagements
  • Strong oral and written communication skills, including presentation skills (MS Visio, MS PowerPoint)
  • Strong problem solving and troubleshooting skills with the ability to exercise mature judgment
  • Willingness to mentor junior staff
  • An advanced degree is preferred

If this opportunity sound like a great fit, please reach out to:

Larry Janis, Managing Partner, janis@issg.net

or

Jeff Bruckner, Partner, bruckner@issg.net

 

WHAT IS TOP TALENT AND HOW IS THAT IDENTIFIED?

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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 seventeenth 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.

 

 Paul is the President of Thirdbridge, a high growth, private equity backed disrupter in the research space. Third Bridge provides institutional investors like private equity firms, hedge funds and mutual funds with the information that they need to make better investments.

Before joining Third Bridge, Paul was President of Axiom Law, the leading disrupter in the corporate legal industry, where he scaled the business and oversaw a six-fold increase in size. He also held senior roles at American Express and BCG, and has a wealth of experience across the US, Asia and Europe.

Paul has a Masters of Business Administration from Melbourne Business School.

Find out more about Paul on LinkedIn.” Continue reading →

Should I stay or should I go?

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The topic of counter offers is an interesting one. I am sure you have seen articles and thoughts about the subject and they are usually one person’s perspective on the topic. For a somewhat different approach, we’ve reached out to people in our network to gain their thoughts and perspective on the topic.

 

 

We asked:

You have just received an offer to join a new firm. You are giving notice to leave your current position and your employer makes a “counter offer” to keep you from leaving. You start to think about whether or not to take that “counter offer.”

Why would taking a counter offer can cost you more in the long run?

Read their responses below:

I won’t take the counteroffer once I have decided to move on and have a new organization offering me a job. There is obviously a reason why I started looking out and 99% of the time its not compensation. Having your employer offering you a better salary isn’t going to change your experience and decision to quit. I strongly believe that the extended relationship will not last long.

Sahil Arora, Leader | Entrepreneur | Management Consulting | Motivational Speaker | Investor | Mentor | Advisor

 

I had this very thing happen to me.  Six months out of college, having graduated first in my class with a Finance degree, I ended up working in the Purchasing department of  a large insurance company (Prudential).  A CFO of a manufacturing company had heard about my scholastic achievements, called me, and asked me to join his company (Keuffel & Esser).  He offered a starting position as an accountant, with the promise that he would move me into Finance and train me as his replacement over a period of a few years.    I joined the company, worked as an international accountant, but after 2 years, discovered that there was no discussion about moving into a finance role.  So, I went interviewing, and received an offer to be a financial analyst for another large manufacturing company.  I was very excited.  On my last day at K&E, the CFO came over to my desk, and said, “I heard you are leaving, please reconsider…I’ll give you any job you want.”  After telling him I was quite uncomfortable with that, having already excepted my new job, he said, “Let’s go to my office an map out a plan.”  He doubled my salary, gave me a new role, title and that very day, I started reporting to him.

I stayed with K&E, became a financial analyst, then Corporate Financial Manager and ultimately a Director in Finance handling mergers & acquisitions, investor relations, business planning, new business venture analysis, etc.  I handled the financial evaluation of all corporate initiatives, often working with the President of the company and presenting to the Board – all before I was 27.  The CFO was true to his word and got me involved in every aspect of his job.    The Company was eventually acquired before I could take over his job, but it certainly put me on a great path and was one of the best jobs I ever had.  And my salary increase five-fold over a period of 2 years.

So, in my case, taking the counter was definitely the better decision.   As a CFO, I look back and often think about what a great training that job was for me, at such a young age.

I guess you never know, but I wouldn’t dismiss the counter!

Lance Kirk, CFO/ CAO, MTM Technologies, Inc.

 

I think the reason few people accept counter-offers is simple, you have exhausted all avenues of resolution with no resolve.   If you are underpaid given the market, then either your employer isn’t in tune with the market or does not feel you are of value.  You shouldn’t have to threaten to leave before someone is willing to do something.  If you accept the counter, what is going to change, all of the same conditions still exist and it could be to your detriment as you could get pegged as a problem person.  Further I think the same thing could be said for any reason you would want to leave, career progression, problem co-worker, etc.  If you have a good people manager and a good HR department then your issues would have been addressed and you wouldn’t be looking for a new job.  And if your HR department and people manager can work together (or around each other if one of them is the problem) to remove appropriate obstacles then you don’t want to work there anyway.

Peter Magladry, Senior Director, Client Management at Willis Towers Watson

This is the second installment of this series. We hope you find these perspectives interesting. If you would like to share your thoughts on this for future blogs, please let me know.

Larry Janis, Managing Partner, ISSG, janis@issg.net

How humility keeps your ego from hijacking your leadership and team success

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By Angela Kambouris

Ego is one of the biggest problems that humanity faces. Being egoless is not possible; however, you can keep yours in check to create business success.

When you are over-invested with your own self-worth, ego is running the show. Each person has beliefs and fears about their value, and when under stress, defensive or over-inflated behaviors play out. When on stage, leading an executive meeting or being a part of a mentorship relationship, your attention can be preoccupied by your view of yourself.

Each person has a set of criteria you unconsciously judge yourself against. When you measure up, you feel pride and like a leader. When you don’t, feelings of uncomfortableness, pressure or fear come out to play. Fight-flight behaviors are triggered, and reactionary behaviors will often result in misalignment of the true leader you are. Unhealthy dynamics take over your own leadership and team success.

Gargantuan egos still may create leaders who achieve phenomenal and impactful success. Kayne West holds a strong ego and has talent, strength and vision. Ego may be the driver to create success, but look at the costs. You see it being played out across the media — dysfunctional personal lives, infighting in organizations and careers blowing up at some point. Continue reading →

The face of leadership – and how your team might be reading into it

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 By Shannon Waller

Even a strong, skilled leader can send their team into a tailspin of self-doubt — and at worst, fear — just by being unaware of the emotion or lack of it writ large on their face. In the same way, a naturally serious or flat demeanor can wreak havoc on people’s sense of safety and confidence.

A team member can immediately go into panicked guessing mode. “What could be wrong? Did I say something I shouldn’t have? Is something bad happening to the company? What’s going on here? Yikes!”

The Worst-Case Scenario

Have you ever walked out of your office after a particularly troubling conversation with a client, still replaying the conversation in your head and not been aware of anyone around you? You pass one of your team members in the hallway and don’t even hear their cheery “Good morning!” You almost run into another colleague and barely utter an apology.

Because this is not how you usually treat people, and your team members don’t have any context to understand the serious and distracted look on your face, not to mention why you’re actually ignoring them, they immediately think that something is wrong and that it’s going to affect them. Continue reading →