Georgiana Solomon

Experience

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  GENPACT

  Jan 2007 - Oct 2013

  - Lead solution Identification for new business awarded to Genpact - Provide sound business rationale for improving the business case for non-qualified opportunities as a result of due diligence expertise - Participate in training events - Developing transformation road map for continuous process improvement - Co-ordinate with Genpact teams on various project management related activities - Provide subject matter expertise as part of the product development initiatives - Focus on managing the project engagement specifically balancing organization profit and long term client opportunity - As a Solution Architect once Genpact has been down selected, lead work through due diligence to implement the plan and support transition - Develop Genpact product offering in line with the industry changes – Optimum solution offering & IT offerings to support the solution design - Work closely with Global counterparts from all Genpact regions, to attain standardization in the product offering - Agree with the Global Team the Adapted Design Solution - Key AdaptationsAchievements:- Experience within an FMCG industry- Coordinate 4 On the Job Trainings and 12 SOL ID (Solution identification) phases of Transition Project, acting as a SME (Subject Matter expert) by identifying the activities that can be outsourced Show less • Understands the E2E OTC process and particularities for the existing customers, supporting tools and technologies, customer requirements for team members performing this process; • Managing a team of 12 persons;• Excellent knowledge of the process controls and be familiar with the ERP and specific legacy systems;• Deliver to new team members the pre-defined training curricula, and own completion of the same by team members• Verify and give internal sign off on SOPs created by team members during OJT and continue owning the updating of the same (and process maps) until team reaches steady state operations;• Ensure team reaches and maintains the agreed level of Customer Service Excellence; • Builds strategic relationship with pears from Operations and with Operating Leaders to facilitate goals and objectives;• Improve the OTC business model enhancing the operational performance increase.• Support the customer in the creation of the OTC Team in a Shared ServiceAchievements:- Ensured leading people towards targets, goals and process improvement by organizing workshops, planning other processes shadowing- Constant coaching and visibility on growing/development – shared experience, materials, and initiated meetings between team members and Quality Dept or other Processes- Overall increase in NPS scores- Work experience within an FMCG industry Show less • Sourcing new vendors and negotiating with the existing ones indirect materials and services requests received from the business • Negotiate the best packages for the company's procurement requirements • Approving requisitions after a reviewing of completeness, accuracy, and compliance with existing policies and procedures • Weekly reporting• The possibility to produce a standardized process for vendor set-up of new accountsAchievements:Project Based - Sourcing Deflation Project:Deliver savings (deflation) by identifying / negotiating with vendors and also deliver savings on moving the non-preferred spend to preferred vendor and non-preferred vendor to preferred vendor. Show less • Managing the Pricing to Cash process for the Professional Division Italy • Granting off invoice discounts according to the Commercial Policy• Investigating pricing claims and facilitating the collection process, managing the price list for the Professional Division• Providing sales and receivables analyses and reports• Building the relationship with the customer, offering training for the new team members• Performed Monthly closing activities including Accrual calculations • Building a strong relationship with customer Sales Team and Credit Control Team Show less

  • Finance Consultant- Re-engineering - Order to Cash

    Sept 2012 - Oct 2013

  • Order To Cash - Domain expert

    Jul 2011 - Aug 2012

  • Senior Buyer - Procurement Department

    Jun 2008 - Jul 2011

  • Customer Financial Services

    Jan 2007 - Jun 2008
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  Honeywell

  Oct 2013 - Apr 2015

  Working Capital Manager

  - New starter process, SAP access management, work list management and training for new team members and ongoing maintenance for existing team members- Act as main point of contact to District Finance Leaders, Finance Process Lead anddrive accountability and ownership through district teams to deliver on district working capital targets - Partner with Business Group Finance Leaders and District Finance Leaders to quantify, schedule and track defined noncollectable accounts- Track business improvement related cash collection through effective metrics- Manage mass change process when required, audit and review categories on an annual basis- Support and Implement process change as directed by Global Process changeAchievements:- Involved actively as member in the steering team in the deployment of Honeywell Operating System (a 2 year quality management system project implementation) in the Business Support Center- Lead Reactive service dispute route cause analyze – (Green Belt 6 month project) – a Credit & Collections / Working Capital project focused on reducing the number of disputes at EMEA level with 5%- Develop, promote and train Knowledge Sharing tools and Build In Quality approach (for over 100 individuals) as key elements in Honeywell Operating System at the site level- Collaborate with country teams & CEO to expand scope of work in Working Capital team in order to support redesign and transformation, increasing activity year over year with an estimated 30%- Initiated and completed the documentation for all processes in Working Capital based on experience gained after the transition of the center Show less

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  DB Schenker

  Apr 2015 - Jun 2016

  Transition Process Leader

  - Strategize and conceptualize Migration /Stabilization and Functional Training Road Map for FinOps to DB Shenker Shared Service Centers.- Leads the support and incubation of newly approved migrations and enhancements in terms of demands until they reach steady state, ready to hand to over to the line of business- Contributes to development of overall DB Schenker strategy and direction through the management of internal strategy project streams and formulating the external ecosystem through contact with key external partners - Develops and maintains current and future DB strategy initiatives related to service transition, through the direction and guidance given to project teams.- Early identification of escalation scenarios and initiation of according counter measures- Fostering user satisfaction through information and consultingAchievements:Increasing the % of customers transferred from the responsibility of the Local Organization to the Shared service center. Although the initial target was of 50% from the total customer portfolio (only non key accounts) by the end of the transition phase the % I have succeeded to increase it to 90% (including also key accounts). Show less

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  Société Générale

  Jun 2016 - Oct 2022

  Senior Project Manager Lean Six Sigma Black Belt

  - Developing a brand new methodology of project management that covers E2E process transformation phases, by putting in place targets teams- Presenting & proposing the methodology to top management as main initiative for improving and developing new improvements actions- Managing the project managers involved in the Process Process Transformation Initiatives- Running a Deep Dive Analysis for ALD Romania - the first initiative that the project team had for an external customer in Société Générale- Leading 5 Process Transformation Projects in parallel as main project manager for different interest areas as IT, Finance, HR & Procurement- Comprehensive understanding of business processes and corresponding Finance & HR solutions for E2E process improvements, - Organizing meetings and workshops, in order to foresee and mitigate risks, byestablishing the next steps for each stakeholder involved in the projectAchievements:Develop an entire new Process Transformation Methodology that covers all phases of a project life stream: starting from the Process Analysis, Going to the Process discoveries, Propose the new solution & Follow up the implementation Plan .The Process Transformation Initiatives addresses to bog & medium processes, with an impact of 10-20 FTEs. The Project Leader & his team goes in deep dive analysis before decided if a certain customer & process is suitable to be covered by PT phases Once the process is initiated, the analysis is covered by "pizza" Team: Continuous Improvement Manager as part of LSS Methodology, Senior PM as part of the Waterfall Methodologies & RPA Managers as part of the Automated solutions• LSS BB Activities: Coaching individual GB candidates in Six Sigma, continuous improvement & change management tools• Comprehensive understanding of business processes and corresponding Finance/HR processes solutions; Working collaborative with all departments of the organization to help improve the management of business processes Show less

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  Capgemini Business Services BPO

  Sept 2022 - Jan 2025

  Senior Program Management Consultant

  Provided executive level of support and direction with regards to the Client operational aspects of the new formed global GBS Hub, according to the designated contract. Focused on Transition/Transformation to GBS model, global business transformation, implementation, and alignment of Global Business Services strategy with business priorities whilst working in close collaboration with D & E Level business stakeholders and GBS leadership team. Designed the Client GBS Program Roadmaps as well as created a progressive organizational design to enable effective scale-up, process transformation and automation and operational execution.Key Achievements:1. Transformation Project Manager – 7 months assignment  Motivating and leading a the PMO team to perform quickly and deliver results within a short timescale. Managing and coordinating the work of multiple project teams with different functional roles, while maintaining a focus on the “big picture” and overall objectives of the project. Using inter-personal skills to influence the behaviors of people over which the project manager has no direct authority. Challenges relating to the management of a geographically dispersed or culturally diverse team.2. Program Leader – 9 months assignment  Defining the program governance (controls); Planning the overall program and monitoring the progress. Managing the program’s budget. Managing risks and issues and taking corrective measurements. Coordinate across the Capgemini team, all service areas, for status/progress/follow up/deliverables (Process towers, Transition, Technology) Managing and utilizing resources across projects. Managing stakeholders’ communication. Schedule and attend meetings for TMO related activities and with the customer and 3rd party partners.  Develop and control deadlines, budgets and activities. Show less

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  ENGIE GBS

  Jan 2025 - now

  Transition and Mobilization Leader