EMEA Commercial Finance Operations Continuous Improvement Leader

Do you want to work for a global company where promoting gender equality is central to our vision of creating a truly diverse and inclusive business? Where everyone matters, and everyone belongs? Join us and help us provide energy-efficient solutions that make a real impact. We make what matters work. ## What you’ll do: The Continuous Improvement Leader is accountable for driving process simplification, standardisation, and automation across Commercial Finance Operations, ensuring that close, forecasting, revenue recognition, and project finance processes are sustainable, scalable, and cadence‑safe. The role acts as the change engine within CFOps, removing structural inefficiencies and manual work, and supporting other Commercial Finance pillars where process improvements enable better execution — without absorbing operational ownership." 1\. Leads Continuous Improvement Across CFOps Core Processes Drives Lean‑based improvement initiatives across close, forecasting, RevRec, and project finance processes Identifies root causes of inefficiency, rework, and cadence risk Ensures improvements are practical, adopted, and measurable Impact: CFOps execution becomes simpler, faster, and more reliable. 2\. Protects Cadence Through Process Design Designs processes that withstand peak‑period pressure without heroics Eliminates manual workarounds that threaten close and forecast integrity Ensures improvements never compromise control, auditability, or timing Impact: Cadence is protected by design, not effort. 3\. Partners Across Commercial Finance Pillars on Process Enablement Supports BP, Deal Desk, and COE pillars where process changes improve hand‑offs and execution quality Clarifies interfaces, inputs, and outputs to reduce friction between pillars Does not take ownership of pillar‑specific execution or decision support Impact: Cleaner hand‑offs and fewer downstream fixes. 4\. Drives Automation and System Enablement Works with Finance Systems and IT to translate process improvements into system‑enabled solutions Reduces reliance on spreadsheets, manual reconciliations, and ad‑hoc fixes Ensures solutions scale across countries and ledgers Impact: Sustainable improvements embedded in systems, not people. 5\. Builds Continuous Improvement Capability Establishes Lean ways of working, tools, and mindset within CFOps and broader commercial finance community Coaches teams on problem‑solving and process thinking Creates a repeatable improvement pipeline rather than one‑off projects Impact: Continuous improvement becomes a capability, not an initiative. Decision Rights & Boundaries Owns Continuous improvement roadmap for CFOps processes; Lean methodology and execution for process transformation Does not own Operational execution of close, forecast, or RevRec; Strategic business partnering or analytics; Deal governance or pricing decisions ## Qualifications: * Bachelor’s degree in Finance, Business, Engineering, or a related field * 7–10+ years of experience in finance operations, accounting, or FP&A environments, with hands‑on delivery of process improvement initiatives * Proven background applying Lean / Continuous Improvement methods to financial processes (close, forecasting, accounting, or adjacent operational flows) in complex, multi‑country organisations * Strong background in Lean, Six Sigma, or similar continuous improvement methodologies applied to finance processes * Hands‑on experience improving financial close, forecasting, or accounting‑adjacent processes * Understanding of finance systems and data flows (e.g. SAP‑based environments) sufficient to enable automation * Ability to translate process improvements into system and control‑compliant solutions * Strong execution focus and pragmatism — delivers change, not frameworks * Ability to influence without formal authority in matrix environments * Structured, data‑driven problem‑solving mindset * Persistence and resilience when...