Global Accounting Operations Director

Key Responsibilities

1) Value Realization & Capacity Release (Outcome Ownership)

• Owns end-to-end benefits realization for Accounting COE initiatives—converting productivity claims into sustained capacity release that can be redeployed to higher-value work and/or enable scalability.
• Establishes a practical approach to validate savings (run-rate vs one-time), prevent “benefit leakage,” and ensure improvements are embedded into standard operations and operating rhythms. (Recommended design; no additional source)
• Drives measurable improvement in COE operational outcomes (cycle time, productivity, stability, quality), aligned to COE strategic direction and efficiency ambitions.

2) Global Accounting COE Operational Performance (Run + Scale)

• Accountable for global operational health across Accounting COE services—ensuring stable delivery, scalable operating models, and consistent execution across regions.
• Ensures COE service commitments are translated into operating discipline, including SLA adherence, performance visibility, and corrective actions when service levels are at risk.
• Partners with functional leaders to reinforce standardization, operational readiness, and execution consistency that supports best-in-class performance.

3) Enterprise Advisory, Negotiation & Influence (E2E Beyond Accounting)

• Serves as the principal accounting advisor to enterprise process/system transformations (e.g., S2P and adjacent workflows), ensuring solutions are operationally feasible, scalable, and sustainable for Accounting execution.
• Influences senior stakeholders to drive timely decisions, resolve cross-functional conflicts, and secure end-to-end accountability across upstream/downstream partners.
• Negotiates trade-offs across speed, controls, cost, and operational capacity—balancing business outcomes with execution realities and control integrity.

4) Operational Risk, Controls Mindset & Issue Leadership

• Leads resolution of high-risk, high-visibility issues impacting operational continuity, control environment, or compliance readiness—especially those spanning regions/functions.
• Ensures operational changes strengthen effectiveness and reduce friction while maintaining a disciplined control mindset in execution.
• Applies structured problem-solving under ambiguity and time pressure; drives rapid containment and sustained fixes with clear ownership.

5) Benchmarking & Target-State Definition (External Lens)

• Brings external benchmarks and industry insights to challenge current practices, define target-state performance standards, and translate them into pragmatic roadmaps and operating model shifts.
• Helps advance COE toward “best-in-class” outcomes through scalable standards and measurable execution cadence.

Key Interfaces / Stakeholders

• Accounting COE functional leaders (AP, GL, FA, etc.) for execution alignment and sustained adoption.
• Enterprise transformation stakeholders and upstream/downstream partners (e.g., Procurement/S2P, IT, Tax, Finance Ops) for E2E design tradeoffs and operationalization.
• COE performance framework partners where SLA/KPI commitments and service expectations are defined and tracked.