Glen Schmidt

Lead international teams to deliver finance solutions in 39 countries. Drive process standards and finance transformation for all finance towers (RTR, PTP and OTC), expanding the operative accounting systems and reducing cost of finance. Lead transformation of finance activities from offshore non-captive to offshore captive environment. In outsourcing, achieved processing error rate < 1%, clean audit report, internal customer satisfaction 86% Invoice processing 20% productivity increase, €400k savings

Drove transformation action plans to improve multiple facets of shared services operations for global leader in transportation logistics. Led team of 250 including remote teams in Poland and India, delivering best in class processes and productivity by implementing industry-leading technology, aligned with SLA and KPI commitments. Secured migration of multiple finance global locations into delivery centres in China, Asia, and Europe, collaborating closely with client to develop roadmap and plan.

Directed finance systems, processes and shared services for division which generated €4 Bn in revenue. Implemented efficiency tools, robust Internal Control Framework and led transformation of finance activities offshore.  Generated €1 M savings through efficiency, and €1 M by outsourcing.  Standardized accounting system across 12 countries under € 3.4 M budget.  Automated supplier invoice processing, saving potential €1.5 M.  Achieved €250 K savings through e-billing for customers

Provided financial oversight for 89 countries producing over €1.2 Bn revenue Led team of 10 direct and 90 indirect staff, plus over 900 regional team members. Formulated innovative solutions to deliver significant and sustainable cost savings through streamlining and standardising processes, systems and organisations generating €15 M savings. Created and provided operational leadership for two captive finance shared service centres. Initiated, developed and delivered training course for SSC staff.

Led all finance and change activity in company, developed team of 42 finance staff.  Delivered profit increase of €2 M, productivity improvement of 10%, and door to door profitability growth of 25% while repositioning company from last place to 3rd in region.  Led transition of finance activities to captive SSC, reducing DSO by 2 days, increasing cash flow €1.8 M.  Improved controlling by introducing a balanced scorecard.  Initiated, developed, and delivered “Finance for Non-Finance Staff.”