Purchase orders specialist (english advanced)

I am currently assigned with two customer facing roles:

As Account Business Manager for the Americas region I am responsible for managing the account operations in the Americas region.  Monitors and manages the key areas of PRM, SRM, Asset management, Audit control, Finance, Client Billing etc. I work with the ABM director and the regional Account Executives, and I am a part of the account Leadership team. I facilitate cross-account coordination between sales and internal operations towers, and provide ongoing maintenance and report-outs in response to account audit requirements. 
As Global Consumption Manager I work with Account team and Client to identify source systems of volumetric billable resource units, stipulate business rules and reporting requirements in support of the invoicing.  I manage Master Contract Requirements and Client communications in regards to consumption invoice contents and supporting documentation. I also act as the Account’s Single Point of Contact for O2I Consumption Invoicing Process on both internal and external customer level. My main objective in this role is to guarantee the end to end Consumption management process from the start of a service through planning, delivery and final consumption reporting and its proper translation to billable invoice item.

Key achievements in the role: 
•	$ 4.3m Time and Material (T&M) reconciliation – I caught a gap in the E2E process of project related time and material billing that I have lead as LSS project and manage to close a process gap that allowed leakage of $4.3m. I analysed over 3000 projects completed during the fiscal year, the way time has been tracked and reported and redesign the entire E2E process entirely to eliminate any weak points. 
•	$ 750k Revenue Leakage – I have managed a revenue leakage project with over $750k negative P&L impact. This was successfully handled, all items not billed properly identified, root cause analysis performed CAPA tracker implemented. This resulted in the successful buildup of a business case, bill back to the end customer and clearing our balance sheet.
•	Lead a Time and Material (T&M)  review project consisting over 1700 resources, spread through the service offering, where the objective was to identify and set up joiner/ leaver process and ensure all T&M efforts are billed to the customer in accordance to contractual pricing principles. Result was over $50k on monthly base increase in the account T&M revenue. 
•	Lease control implementation in Latin American Region - a major exercise involving over 1300 backlog lease related invoices in Latin America. Resulted in $300k write off request accumulated from wrong invoices and vastly improved control over the monthly invoice handling. 
•	Modified the prebilling cycle to allow implementation of Consumption calendar. Modified the reporting by automating it, reducing manual work and errors and providing the customer with business intelligence data and analysis on consumption billing level across services and in standardized format and view.

Team Manager (Business Management Operations Team)

 As Team Manager I was responsible to lead and manage, develop and motivate a team of 90+ Business Specialists, ensuring    each member adheres to all processes, work instructions and company polices. I had to ensure the team performs and achieves to specific targets, according to the relevant Business Scorecard. Achieving maximum efficiency and effectiveness in the day-to-day operations of the team through observation, feedback and improvement of the work processes was among my main goals. In this role I was interfacing with various matrix level of senior management and business representatives within and outside HPE with reference to customer issues and escalations.  
Among my main duties were:
–	Responsible for performing general people management tasks and recruitment, service level/utilization, KPI targets, efficiency targets and CSAT
–	Manage a team of 90+ staff (business analysts) as part of HPE Global Business Services organization within HPE.
–	Leads complex 40+ staff ramp up project (Business Management Evolution) in close collaboration with other organizations, internal clients and 3P services provider; manages recruitment, training, knowledge and role transfer from onsite to best shore, supports productivity monitoring etc. in line with  HP transition management methodology 

Key Achievements in the role: 
•	Grew the team’s headcount from 46 to over 90 
•	Successfully transformed the service offering from “body-shopped” service to structured and defined service portfolio of 21 supported services (E2E Procurement support, SFDC support, Financial Forecasting, Workforce Management etc.)  with clear scope and RACI model 
•	Transform the employee ratio (Regular Employee compared to 3rd Party Contractors) from 10% Regular Employees to over 40% Regular Employees
•	Implemented Training Repository and documented the performed activities including Standard Operating Procedure, Handover Files, Knowledge Repository etc. 	

As Strategic Procurement Analyst I was responsible for handling the E2E operational procurement process for one or multiple accounts. The Strategic Procurement Analyst must ensure all request are processed timely in compliance and through the appropriate processes and systems. Acting as a single point of contact regarding the E2E procurement process, I was responsible to channel all demands through appropriate acquisition method: resale, leasing, expense etc. and in accordance to the commodity type of the order.

In my role of Strategic Business Analyst I have also acted as Team Lead of SPFS (Specialized Procurement and Financial Support) Team: 
The team consisted 20 individuals supporting various HPE accounts/ businesses across the globe including some of TOP 10 HPE clients
As a Team Lead I was responsible for the people management of the team members as well as for their utilization, training and operational excellence. I lead the recruitment, escalation process and performance improvement process

As an additional activity I acted as CRB (Capital Request Bureau) owner I was responsible for the quality and compliance for all capital requests within the region (North and Central). 
Liaising with all requestors in order to ensure that all Capital Spend requests are compliant from capability, business and financial perspective 
Provide Subject matter expertise to all involved parties/ requestors on Capital expenditure process requirements and regulations and act as middle approver.

Key Achievements in the role: 
•	Grew the team to 20 individuals and spread the service provision to over 50 accounts
•	Maintained 100.00 % CSAT score for 3 consecutive quarters
 

General administration tasks including calendar and mailbox management, travel booking, event organization, expense and invoice    management. Involved 

•	Managing appropriately incoming and outgoing correspondence, taking immediate and appropriate action.
•	Working with specialized software and tools 
•	Overall administrative support