GBS Operating Model Lead (Senior Manager)

Accenture’s Finance Reinvention Partner helps CFOs and finance leaders reinvent how finance creates and protects enterprise value—bringing together strategy, operating model, data, AI and technology to improve performance, insight, control and execution. In the UK and Ireland, the practice combines finance strategy and transformation capabilities with the enterprise platforms that enable them, including SAP, Oracle, Workday and enterprise performance management solutions.

Our GBS and Operating Model team helps clients design and implement how finance and other enterprise services should be organised and delivered across retained functions, Global Business Services, Global Capability Centres, Centres of Excellence and external service providers. We support the full transformation journey—from strategy, value case and target operating model through detailed design, mobilisation, implementation, service management and continuous improvement—embedding data, automation and AI to create scalable, resilient and value-led operations.

This is a senior role for an experienced GBS strategist and operating-model architect who can work directly with C-suite and functional leaders to define how enterprise services should be organised and delivered across retained teams, Global Business Services, Global Capability Centres, Centres of Excellence, outsourcing partners and digitally enabled workforces.

You will lead clients from current-state diagnosis and strategic ambition through service-scope decisions, target operating-model design, business case and implementation roadmap. You will make and defend the major choices: what belongs in GBS, what must remain close to the business, how global process ownership should operate, where services should be delivered, when captive or outsourced models are appropriate, and how people, technology, data, automation and AI should work together.

• Lead the current-state GBS diagnostic, establishing an evidence-based view of the existing service portfolio, functional scope, activity locations, delivery channels, organisation, capacity, costs, performance, customer experience, process variation, technology, data, controls, provider arrangements and root causes of operational pain.
• Define the enterprise GBS ambition and design principles, aligning executive stakeholders on the strategic purpose of GBS, priority value pools, intended business outcomes, scope boundaries and measures of success.
• Develop the target service scope and activity-placement model, determining how work should be distributed across retained functions, GBS/GCC delivery teams, Global Process Owners, Centres of Excellence, external providers, automation and AI. Ensure decisions reflect scalability, business proximity, judgement, control, capability and service-experience requirements—not labour cost alone.
• Design the overarching GBS target operating model, covering the service portfolio, retained organisation, global process and service ownership, organisation structure, roles and decision rights, governance, delivery footprint, sourcing model, workforce capabilities, service-management principles, funding approach and performance framework.
• Evaluate delivery-model, location and sourcing options, including captive, outsourced, managed-service and hybrid approaches. Develop clear recommendations based on strategic fit, access to skills, service quality, resilience, risk, control, scalability, cost and implementation feasibility.
• Define how technology, data, automation and AI enable the operating model. Establish the implications for service scope, work allocation, roles, capacity, data ownership, decision rights, controls, exception management and human oversight. Translate the model into clear business and operating requirements for technology, data, architecture, risk and control specialists without owning platform configuration.
• Develop the economic and value case, including the current-state baseline, benchmarks, cost-to-serve, investment requirements, benefit profile, implementation costs, value-realisation measures and, where relevant, service costing, showback or chargeback principles.
• Establish the overarching governance and performance architecture, including executive and functional governance, process and service ownership, escalation and decision forums, outcome measures, service and experience measures, risk and control accountability, and the relationship between retained functions, GBS delivery and external providers.
• Shape the implementation roadmap and transformation sequencing, identifying dependencies across organisation, processes, technology, data, sourcing, locations, workforce, controls and change. Remain the operating-model design authority through detailed design and implementation, resolving cross-workstream decisions and protecting the coherence of the target model.
• Lead senior client relationships and complex engagements, taking responsibility for engagement scope, quality, economics, risk and outcomes. Lead and develop multidisciplinary teams, originate and shape new work, contribute to proposals and account growth, and develop reusable GBS propositions, assets and points of view.
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