Global Process Design Lead, Global Financial Solutions

Global Process Design Lead, Global Financial Solutions Location: Luxembourg, London, Ireland or Amsterdam Business Unit: Global Financial Solutions Contract: Permanent, Full time, 40h/week Work Mode: Hybrid (3 days per week onsite) CSC’s Global Financial Solutions (“GFS”) business unit is transforming from an office-led organisation into a globally integrated business. At present, core processes — accounting and reporting, company secretarial, directorships and payments — are operated locally, on a country-by-country basis, resulting in duplication, manual handoffs and inconsistent standards. GFS is seeking a Global Process Design Lead to move the business from fragmented, locally operated processes to a single standardised and automated global process set. Reporting into the Service Delivery & Process workstream of the Transformation Management Office, the role is responsible for designing the end-to-end target processes and the Global Process Ownership (GPO) model — the standards, key performance indicators, controls and handoffs that enable clients to receive a consistent service, to a consistent standard, wherever GFS delivers it, while regulated execution remains local. The role requires a process transformation specialist who designs the target process rather than incrementally improving the current one, with strong process expertise, the rigour to establish a single global standard, and the ability to transfer process ownership from local teams while maintaining delivery. This is a transformation and design role; the Global Process Design Lead designs the target processes and the GPO framework and hands them to the permanent Global Process Owners to operate. Some of the things you will be doing Design the end-to-end target processes, covering current state, key issues, target state and the gap to be closed. Remove duplication, handoffs and rework, and consolidate local variants into a single global process. Identify automation and efficiency opportunities and quantify the associated benefits (FTE, cycle time, error rate). Determine which processes require a Global Process Owner (accounting and reporting, company secretarial, directorships, payments). Define the Global Process Owner role, including standards, key performance indicators, controls and handoffs. Design the global-standard and local-execution split, and the associated exception route. Align the process taxonomy with the GFS taxonomy and the Control Frameworks workstream. Sequence the migration from fragmented to standardised processes on a process-by-process basis. Chair the Global Process Owners working group and refer unresolved scope and centralise-versus-local decisions to workstream governance. What Success Looks Like A single, standardised and documented global process set replaces country-by-country variants. A defined GPO framework standards, key performance indicators, controls, handoffs and exception routes - is ready to transfer to named Global Process Owners. A quantified efficiency and automation case (FTE, cycle time, error rate) underpins the target design. The process taxonomy is aligned with the GFS taxonomy and the control framework. A sequenced migration path from fragmented to standardised processes is established. Regulated activity remains local by design, with all other activity standardised. What technical skills, experience and qualifications do you need? A demonstrable record of standardising fragmented, country-by-country processes into a single global standard. Expertise in end-to-end process design, mapping and re-engineering (Lean, Six Sigma or equivalent). Experience identifying automation and efficiency opportunities and developing the supporting benefits case. A working knowledge of automation and workflow tooling and its practical application. Experience designing Global Process Ownership frameworks, including standards, KPIs, controls, handoffs and exception routes. Experience in process taxonomy design. Domain knowledge of SPV services: accounting and reporting, company secretarial, directorships and payments. A transformation mindset, with a focus on redesigning rather than incrementally improving processes. Strong analytical process expertise, with the ability to identify duplication, rework and manual workarounds. Rigour in setting and maintaining standards and in managing local exceptions. Systems thinking across interconnected processes and their controls. The ability to transfer process ownership across jurisdictions while maintaining delivery. A focus on simplification and proportionate design