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Project Change Manager
Tunde Odediran, FCA
,
London, United Kingdom
Experience
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I'm offering
An experienced Business Change Manager, with a proven track record of designing and delivering change management strategies for finance processes and enterprise level digital transformation programmes to accelerate adoption of target operating models and protect business operations. Key strengths include: engaging with senior stakeholders to build strategic roadmaps of initiatives to deliver new TOM for finance functions working at the intersection of TOM and the as-is ways of working to assess scope and complexity of process, data, people and mindset shift to drive change agenda providing expert change strategy and planning for large scale IT-enabled and process transformations such as Oracle, SAP/4HANA & NetSuite building and managing matrix teams of finance process owners, HR, talent leads, ERP leads and change network to operationalise change and driving business value and benefits realisation through measurable change management interventions for agile deliveries across RPA & enhanced ERP functionalities.
Career Highlights
• Johnson & Johnson required to improve business processes for oncology and HIV product market access. Engaged as Business Change Manager to design and manage delivery of new target operating model (TOM) and ways working for NHS tenders, leading to SAP digital transformation, standardisation of processes, improved financial reporting, reduced business risk and improved profitability by ~20% within 12 months.
• Shell required to recover $12B of global expenditure (costs and recharges) from operating units, partners and fiscal authorities. Engaged as Transformation Change Manager to improve cost recovery processes by changing affordability / accountability mindsets and adopting new S/4HANA robotics, process and automation (RPA) functions across 100+ companies in 30 countries, achieving 25% adoption in 9 months.
• Misys & D+H Business combined and became Finastra, the 4th largest global Fintech company. Engaged as Organisational Change Manager to deliver finance process transformation strategy and supported post-merger and acquisition of CFO functions across 6 countries for over 5000 staff / partners and managed adoption of Oracle and NetSuite ,SAP Concur technologies to support harmonized OTC,PTP, expenses & shared service transition
Career Highlights
• Johnson & Johnson required to improve business processes for oncology and HIV product market access. Engaged as Business Change Manager to design and manage delivery of new target operating model (TOM) and ways working for NHS tenders, leading to SAP digital transformation, standardisation of processes, improved financial reporting, reduced business risk and improved profitability by ~20% within 12 months.
• Shell required to recover $12B of global expenditure (costs and recharges) from operating units, partners and fiscal authorities. Engaged as Transformation Change Manager to improve cost recovery processes by changing affordability / accountability mindsets and adopting new S/4HANA robotics, process and automation (RPA) functions across 100+ companies in 30 countries, achieving 25% adoption in 9 months.
• Misys & D+H Business combined and became Finastra, the 4th largest global Fintech company. Engaged as Organisational Change Manager to deliver finance process transformation strategy and supported post-merger and acquisition of CFO functions across 6 countries for over 5000 staff / partners and managed adoption of Oracle and NetSuite ,SAP Concur technologies to support harmonized OTC,PTP, expenses & shared service transition
Markets
United States
(Remote
only)
Canada
(Remote
only)
United Kingdom
France
(Remote
only)
Germany
(Remote
only)
Lithuania
(Remote
only)
Denmark
(Remote
only)
Norway
(Remote
only)
Sweden
(Remote
only)
Finland
(Remote
only)
Links for more
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Industries
Language
English
Fluently
Available
My experience
2019 - ?
job
Interim Programme Change Manager
Shell.
Shell is an oil and gas supermajor and the fifth-largest company in the world measured by 2020 revenues.
• Reporting to the Programme Director and setting up / leading a matrix team of 3 change leads and 7 indirect staff, delivering change adoption for the Global finance transformation programme to improve Shell $12B costs and recharges and implementation of new finance operating model across 100+ operating companies in 30 countries.
• Delivering strategy roadmap for organisation culture change and business unit adoption of Agile ways of working to drive productisation journey.
• Supporting the General Manager, C-suite and executive steering committee to develop sponsorship and engagement buy-in from operating companies, business leaders and broader group finance stakeholders.
• Managing and facilitating change impact assessments for people, process and technology.
• Engaged with stakeholders and developed key messages and communications plan.
• Led training needs assessment and created knowledge management / training plan.
Key Achievements:
• Prepared 2,000+ individual and external partner readiness journeys for the behaviour people shift required to embed end-to-end GSR Finance model and SAP /4HANA
• Embedded Agile ways of working and successfully realised improvement in Intra group cost recoveries by 20% from joint venture partners.
• Reporting to the Programme Director and setting up / leading a matrix team of 3 change leads and 7 indirect staff, delivering change adoption for the Global finance transformation programme to improve Shell $12B costs and recharges and implementation of new finance operating model across 100+ operating companies in 30 countries.
• Delivering strategy roadmap for organisation culture change and business unit adoption of Agile ways of working to drive productisation journey.
• Supporting the General Manager, C-suite and executive steering committee to develop sponsorship and engagement buy-in from operating companies, business leaders and broader group finance stakeholders.
• Managing and facilitating change impact assessments for people, process and technology.
• Engaged with stakeholders and developed key messages and communications plan.
• Led training needs assessment and created knowledge management / training plan.
Key Achievements:
• Prepared 2,000+ individual and external partner readiness journeys for the behaviour people shift required to embed end-to-end GSR Finance model and SAP /4HANA
• Embedded Agile ways of working and successfully realised improvement in Intra group cost recoveries by 20% from joint venture partners.
Transformation, LED, UP, Manager, Interim, Oil and Gas, Organization, Sponsorship, Assessment, SAP, Implementation, Embedded, Technology, Finance, Management, C, Agile, Training
2017 - 2019
job
Interim Business Change Manager
Finastra.
Finastra is one of the largest fintech companies in the world, offering the broadest portfolio of solutions for financial institutions of all sizes with offices in 42 countries and US $1.9B in revenues.
• Reported to the Programme Director and managed 2 direct and 6 indirect reports, delivering organisation change management strategy to support post-acquisition and merger of CFO function across Misys and D+H business entities in UK, Germany, Israel, US, Germany and Canada.
• Collaborated with the Programme Director and Executive steering committee to develop sponsorship and engagement buy-in from business leaders and broader finance stakeholders.
• Managed change impact assessments for people, process and Oracle NetSuite
• Designed change management strategy, including stakeholder engagement and communications plan.
• Monitored business readiness journey, change effectiveness, change canvas and employee's transition.
• Managed change network and built adoption capacity across the business markets.
Key Achievements:
• Successfully integrated 5,000 employees post-acquisition into new Finance operating model for Order to Cash, Workday for HR, payroll and talent hiring and harmonized procure to pay, expenses with SAP Concur, NetSuite
• Reported to the Programme Director and managed 2 direct and 6 indirect reports, delivering organisation change management strategy to support post-acquisition and merger of CFO function across Misys and D+H business entities in UK, Germany, Israel, US, Germany and Canada.
• Collaborated with the Programme Director and Executive steering committee to develop sponsorship and engagement buy-in from business leaders and broader finance stakeholders.
• Managed change impact assessments for people, process and Oracle NetSuite
• Designed change management strategy, including stakeholder engagement and communications plan.
• Monitored business readiness journey, change effectiveness, change canvas and employee's transition.
• Managed change network and built adoption capacity across the business markets.
Key Achievements:
• Successfully integrated 5,000 employees post-acquisition into new Finance operating model for Order to Cash, Workday for HR, payroll and talent hiring and harmonized procure to pay, expenses with SAP Concur, NetSuite
Change management, Oracle, SAP, Management, Finance, Fintech, Network, Support, CFO, Workday, Sponsorship, Organization, Canvas, Interim, Manager
2017 - 2017
job
Interim Finance Change Manager
G4S plc.
is a British multinational security services company and is the world's largest security company measured by revenues, with operations in more than 90 countries and over 570,000 employees.
• Reported to the CFO / Head of Finance and managed a team of 3 finance process leads, advising on optimising the Commercial Finance and Financial planning and analysis function process to deliver cost effective and high-quality business partnering and the transition plan to the target operating model enabled by Oracle Fusion.
• Engaged with stakeholders, UK business executive directors and wider operations teams.
• Led adoption of business process harmonisation across business units and managed resistance to gain UK business executives and broader stakeholder buy-in.
• Defined standardised operating procedures and KPI's for finance function.
• Worked with external IT vendors on requirements and defined user acceptance criteria at deployment.
• Liaised with Change Agent network and managed communications of change impacts, training effects and business readiness plans.
Key Achievements:
• Identified nonvalue add functions, optimised use of shared service for accounting operations tasks and identified restructuring opportunities, employee skills gap and implemented capacity planning.
• Reported to the CFO / Head of Finance and managed a team of 3 finance process leads, advising on optimising the Commercial Finance and Financial planning and analysis function process to deliver cost effective and high-quality business partnering and the transition plan to the target operating model enabled by Oracle Fusion.
• Engaged with stakeholders, UK business executive directors and wider operations teams.
• Led adoption of business process harmonisation across business units and managed resistance to gain UK business executives and broader stakeholder buy-in.
• Defined standardised operating procedures and KPI's for finance function.
• Worked with external IT vendors on requirements and defined user acceptance criteria at deployment.
• Liaised with Change Agent network and managed communications of change impacts, training effects and business readiness plans.
Key Achievements:
• Identified nonvalue add functions, optimised use of shared service for accounting operations tasks and identified restructuring opportunities, employee skills gap and implemented capacity planning.
Operations, Oracle, Deployment, Training, Finance, Service, Security, Network, It, CFO, KPI, Interim, Agent, Oracle fusion, Manager, LED
2012 - 2017
job
Interim Business Change Manager
Johnson & Johnson.
Johnson & Johnson is an American multinational corporation that develops medical devices, pharmaceutical and consumer packaged goods, with some 250 subsidiary companies and operations in 60 countries and products sold in over 175 countries.
• Reported to the IT Business Unit Director and managed a team of process leads across UK, Spain, UAE, Saudi Arabia, Algeria, Egypt and Middle East, leading digital transformation and SAP transformation programmes.
• Directed the Global business change framework to roll out market access operating model for managing tenders and deals to cash cycle to achieve increased sales opportunity and better tender price execution.
• Spearheaded the SAP enabled supply chain transformation initiative from country based to centralised European distribution, integrating SAP R3 and SAP APO for availability planning and EMEA finance process harmonisation, covering record to report, invoice to cash, financial planning and analysis.
• Conducted Stakeholder and business impact analysis workshops to identify people-side resistance, process risk and mitigated steps in change delivery plan.
• Designed and implemented change network strategy and plan for process champions in markets.
• Communicated regular reports to sponsors and stakeholders on programme update and milestones.
• Prepared the business case for change for the UK Executive directors
• Delivered successful employee transition through a robust change management plan, covering process impact, training and communication.
• Co-ordinated transitioning activities throughout pilot phase, measuring system adoption indicators and suitability of new business platforms as Global solution.
• Worked closely with stakeholders, including Global delivery partners to optimise delivery of complex project.
• Planned system and business process work through analysis, design, build, test and cut-over phases.
Key Achievements:
• Improved profitability on the £50M revenue from products sold through commercial agreement with UK largest chains, including Boots, Alliance and Lloyds.
• Delivered ERP SAP and Salesforce.com enabled processing of partner deal to cash.
• Reported to the IT Business Unit Director and managed a team of process leads across UK, Spain, UAE, Saudi Arabia, Algeria, Egypt and Middle East, leading digital transformation and SAP transformation programmes.
• Directed the Global business change framework to roll out market access operating model for managing tenders and deals to cash cycle to achieve increased sales opportunity and better tender price execution.
• Spearheaded the SAP enabled supply chain transformation initiative from country based to centralised European distribution, integrating SAP R3 and SAP APO for availability planning and EMEA finance process harmonisation, covering record to report, invoice to cash, financial planning and analysis.
• Conducted Stakeholder and business impact analysis workshops to identify people-side resistance, process risk and mitigated steps in change delivery plan.
• Designed and implemented change network strategy and plan for process champions in markets.
• Communicated regular reports to sponsors and stakeholders on programme update and milestones.
• Prepared the business case for change for the UK Executive directors
• Delivered successful employee transition through a robust change management plan, covering process impact, training and communication.
• Co-ordinated transitioning activities throughout pilot phase, measuring system adoption indicators and suitability of new business platforms as Global solution.
• Worked closely with stakeholders, including Global delivery partners to optimise delivery of complex project.
• Planned system and business process work through analysis, design, build, test and cut-over phases.
Key Achievements:
• Improved profitability on the £50M revenue from products sold through commercial agreement with UK largest chains, including Boots, Alliance and Lloyds.
• Delivered ERP SAP and Salesforce.com enabled processing of partner deal to cash.
Test, Manager, Framework, Processing, Interim, Transformation, It, Workshops, Network, Medical Devices, Pharmaceutical, Business Case, Design, Sales, Finance, Management, SoMe, Salesforce, Training, ERP, Digital transformation, SAP, Operations, Change management
2008 - 2012
job
SAP Finance Lead
Vodafone.
Vodafone Group plc is a British multinational telecommunications company with owned and operated networks in 22 countries and partner networks in 48 further countries.
• Reported to the Head of Finance Transformation and led a team of 5 direct reports in a matrix style organisation, delivering Global SAP transformation projects for finance functions.
• Led multi-country process transformation in UK, Ireland, Egypt and Czech Republic, covering finance processes, asset accounting, project systems and business change practices adoption.
• Performed gap analysis and process education workshops to identify business change / transformation impacts.
• Executed change journey from analyse, design, build, test, cut-over and post-go-live phases and worked with system integrators (Accenture, HCL-Axon) and operating companies to deliver business process transformation.
• Worked with country managers and directors to define solutions to requirements.
• Managed finance process implementation issues by liaising with IT teams, system integrators and business to ensure alignment of business process.
• Provided risk impact assessment of finance process issues to the Country Implementation Manager and highlighted mitigation steps.
• Delivered training sessions based on the train the trainer approach to embed knowledge transfer.
Key Achievements:
• Successfully enabled smooth transition for finance users into new target model with minimal post go live issues.
• Reported to the Head of Finance Transformation and led a team of 5 direct reports in a matrix style organisation, delivering Global SAP transformation projects for finance functions.
• Led multi-country process transformation in UK, Ireland, Egypt and Czech Republic, covering finance processes, asset accounting, project systems and business change practices adoption.
• Performed gap analysis and process education workshops to identify business change / transformation impacts.
• Executed change journey from analyse, design, build, test, cut-over and post-go-live phases and worked with system integrators (Accenture, HCL-Axon) and operating companies to deliver business process transformation.
• Worked with country managers and directors to define solutions to requirements.
• Managed finance process implementation issues by liaising with IT teams, system integrators and business to ensure alignment of business process.
• Provided risk impact assessment of finance process issues to the Country Implementation Manager and highlighted mitigation steps.
• Delivered training sessions based on the train the trainer approach to embed knowledge transfer.
Key Achievements:
• Successfully enabled smooth transition for finance users into new target model with minimal post go live issues.
Implementation, LED, Manager, Processes, Go, Organization, Assessment, Process implementation, Transformation, Design, It, Workshops, PLC, Test, Finance, Training, SAP
2008 - 2008
job
Audit Accountant
Bakbone (Quest Software).
Audit, Accountant, Audit
2005 - 2008
job
Senior Auditor
PKF & Barnes Roffe.
Training / Certifications
• Lean Six Sigma Certification
• Managing Successful Programmes
• PRINCE2 Foundation Project Management
• PROSCI ADKAR Change Management
• SAP Financials Training
• Lean Six Sigma Certification
• Managing Successful Programmes
• PRINCE2 Foundation Project Management
• PROSCI ADKAR Change Management
• SAP Financials Training
Change management, Project Management, Prince2, SAP, Training, Lean, Management, Six Sigma, Sigma
My education
2002
-
2005
University of East Anglia
BSc, Accounting & Finance
BSc, Accounting & Finance
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