Lisbon, Lisbon, Portugal
Internationally known strategist & keynote speaker for intelligent automation (AI, ML, robotics) Starting from scratch, designed & implemented a digital transformation for Asahi Led intelligent automation at Mondelez, a $26 billion consumer-goods company. Chief Information Officer | Chief Digital Officer | Chief Transformation Officer Applied Data Science | Global Business Services Personal Profile: Deeply experienced in the leadership of globally dispersed teams. Reputation for consistently meeting targets. Flexible approach: Adapts as needed to achieve goals. Turnarounds: For Asahi, launched a digital transformation that turned around a demoralized, underperforming IT operation. For Kraft Canada, turned around an IT organization that had fallen apart and was inhibiting the company’s growth (mergers, acquisitions, strategic programs). IA Pioneer: Often asked to speak as expert reference on behalf of IA partners (big 4 consultancies). “At Mondelez, we made every mistake and learned by implementing end-to-end IA.” Keynote Speaker: Repeatedly invited to present at Intelligent Automation conferences (Globally). Recent Award: Honored with major award – by Shared Services and Outsourcing Network (SSON) – for devising the “most promising-and-creative” model for intelligent automation as a service. Promotions: Achieved three major promotions and nearly tripled compensation during 12 years at Kraft / Mondelez. Recognized by top mgm’t for dedication, energy, and major innovation.
Hired to lead a wholesale transformation of the technology organization to become a key business enabler for growth and M&A readiness. After 90 days of taking stock, launched 4 key programs to turn around the function and unlock the value proposition: Organization Transformation: Developed a hub strategy (Chicago, Lisbon, Krakow and Kuala Lumpur) and consolidated majority of people (260 FTE’s) into hub locations for significant capability uplift to become future proof, for efficiency (labor arbitrage) and for culture change. Launched an innovation and Intelligent Automation organization to focus on supply chain of the future projects and on automating processes wherever possible. Business case: ROI x3. Value Transformation: Implemented mindset shift to only spend where it makes sense and take out cost where no value add. Achieved 5% cost reduction (PL) in 2023, 10% in 2024 and projected 15% in 2025. Self-sufficiency: Ownership has decided to transform into a Holdco model, where the BU’s (HAVI) are becoming self-sufficient for more agility, speed and value. Accelerated separation programs to separate data lakes, cloud tenants, active directories, identities and vendor contracts. Projected synergies of 6% of overall tech spend (on target). Strategic Programs: Brought global implementation of WMS Infor back on track after a full project reset (people, implementation partner, approach, governance). First pilot sites have gone live and business case realization back on track. Successfully implemented SAP Success Factors, globally, on time and on budget. Next waves include full automation of employee user experience. Started planning for replacing the Digital Core (likely S4) to consolidate legacy applications (750) to take cost out and to stabilize the landscape. Defined and kicked off an Intelligent Automation program that will automate and improve internal and external processes and bring significant synergies and growth.
Mini-sabbatical: traveling in Australia/New Zealand and getting ready for the next challenge - more to come soon!
Upon joining Asahi, performed a detailed, 90-day, situation assessment. Mapped out the one-, three-, and five-year plans for Asahi’s digital transformation. Hired 20 additional resources and created a 200-person team with all the necessary skills. Accelerated process blueprint for replacement Asahi’s core SAP system with the latest version (SAP S4 HANA); Overhauled the operating model and set up teams that are implementing 13 digital-transformation initiatives. Background: During 2016-2017, Asahi acquired SAB Miller’s beer business in Europe and created Asahi Breweries Europe Group. In 2020 Asahi merged the Europe Group with Asahi International and renamed it Asahi Europe and Int’l, which caused a patchwork of IT systems that was expensive to maintain, only partially delivered value , and performed sub-optimally. A digital transformation – currently underway – is addressing those issues. Slashed IT costs by >1% of NPR via operating model change and sourcing strategy to be on track with the agreed target. Introduced digital innovation: Hired two six-person teams: The Innovation Team – loosely managed, a Silicon Valley ethos – explores future technologies, such as neural networks and blockchain. The Capabilities Team implements latest, commercialized tech such as AI, RPA, and ML. Changed the IT culture: Before transformation, IT group acted as ‘order takers’ with no stake in Ashahi’s actual business. New culture rewards IT team for proactively acting as business partners. Fixed problems with portfolio planning and project execution: Set up a Program Management Office (PMO), which solved problems with strategic alignment of portfolio with strategy, late delivery, confusion re: deliverables, unworkable solutions, and quality.
Established an IA Center-of-Excellence: Implemented IA across process areas and experience journeys worldwide (strategy, methodologies, frameworks, and governance). Developed and implemented an innovation engine – a custom platform that provides customer-centric, data-driven, outcome-based innovation. • Expert manager of digital workforce: Similar to managing a human workforce, from strategy development to implementation and operation of bots. Currently managing 400+ digital FTEs. • Redesigned and streamlined processes as precursor of IA: Cut costs, set up shared services, reduced headcount, increased profitability, which – taken together – set the stage for fast growth. • Accelerated time-to-market: Implemented robotics and AI.
Handpicked for top leadership role: Achieved all strategic and financial targets as one of the top leaders for Mondelez Business Services, a new organization. Transformed global processes of Mondelez.
Turned-around IS in Central Europe. Transformed the European IT organization. Performed two roles at the same time.
Made operations so lean, I worked myself out of a job. Reinvigorated morale. Listened for two months, devised a plan, and made changes. Streamlined ops.