Ma. Rosario Pelayo

• Served as Global PMO Lead for Consumer Health's LIFT Project (AR and DSO Management, O2C Insights) - Achieved improvement of DSO by addressing different levers - Overdue, Payment terms, Dispute and others.
• Nurtured strong working relationships with internal and external stakeholders, building trust and credibility that facilitated smooth collaboration on shared goals. (Global O2C, Accenture and CFO/Sponsors)
• Delivered high-quality results by fostering culture of accountability among Accenture team members and setting clear expectation and output in project.
• Led cross-functional teams for successful project delivery within scope, schedule, and budget constraints.
• Championed innovative approaches when faced with complex problems or opportunities requiring non-traditional thinking.
• Collaborated with business analysts to gather requirements, ensuring projects met client needs and expectations.
• Presented regular status reports to executive leadership, providing insights into progress made toward achieving key milestones.

People and Leadership role

• Optimized resource allocation by closely monitoring project progress and adjusting team assignments as needed
• Mentored junior project managers and team members to enhance their skills and career growth.
• Facilitated best practice approach for PMO role among junior project managers and team members.
• Supported project and team member performance and quickly intervene in needed support from lead.
• Recruited and oversaw personnel to achieve performance and quality targets.
• Led and discussed Project goals. Provided guidance for strategy and to improve performance from baseline.

COE Lead

• Led and supervised 10-11 team members located in Manila, Bangalore and Poland.
• Governs all ongoing and upcoming continuous improvement initiatives for Accounts Receivables stream.
• Achieved operational excellence by streamlining processes and implementing best practices.
• Led and proposed strategy of COE to GPO and Service Delivery Head.
• Facilitated clear communication between country, GPO and Project Team especially IT related activities. Act as Business Analyst in organization.

Project Lead

• Conducted thorough risk assessments to identify potential issues early on, allowing for proactive mitigation strategies to be implemented using Project Management tools.
• Reduced project completion timeframes through strategic resource allocation and efficient task delegation.
• Managed change requests effectively by evaluating impacts on scope, timeline, or budget before approving them in timely manner to avoid delays or escalations in costs.
• Led multidisciplinary teams to complete complex projects efficiently through effective coordination and delegation of tasks among team members.

• Handled 11-15 direct reports includes 3 Indian Language Experts (local Indian) and 1 Korean Language Expert.
• Conducted monthly one-on-one with team members and provided constructive feedback regarding monthly performance.
• Enhanced team productivity by developing and conducting comprehensive training programs on accounts receivable procedures.
• Served as key point of contact for external customers, addressing inquiries and resolving issues professionally and effectively.
• Oversee Australia's AR Management and High-Radius/Team Lead oversight for Cash Allocation Working Group

Highlights: Part of the AR management and High Radius Cloud Implementation – provide feedback and share experience on the process especially in Order Management

• Led concept of End-to-End Workshop of AU process from CATI – AR Management to identify improvement especially on claims process.
• Awarded as Q1 2018 Best Team for improvement of KPI/performance for APAC.
• Improved and gained trust of local team by establishing good relationship with Legal Entity through improving KPI of Front Office team and implementing innovation/improvement.
• Awarded as Best Team for 2019 (Q1) for most innovation implemented and KPI improvement.

People Management

• Boosted employee satisfaction through regular performance reviews, constructive feedback, and personal development plans (18‐22 direct reports).
• Provided timely feedback to team members on issue encounter and create plan to further avoid issue/error.
• Reduced employee turnover rates with targeted retention initiatives, including competitive compensation packages and career advancement opportunities.

Process Management and Support

• Investigated, resolved and mitigated process issue concerning Invoicing, SO Creation and Freight Acceptance for PH, PK, LAM and MED countries
• Documented, raised to any process issues or concern to BPO and presented improvement suggestion to facilitated process efficiency.
• Validated and approved claims and rebates basis of authority matrix set globally and locally (Internal control and audit).
• Created measure for OPPR Board/EVMS to reflect process performance and visibility to all stakeholders.

Stakeholders Management

• Interacted with other OTC processes (collection, AFR, MDM, Payment Application) to resolve issues or challenges on AR for EMED cluster.
• Recommended improvement for reducing numbers of invoice reprints and for improvement of collection procedure (Macro tool for collection analyst and invoice reprint macro)
• Presented and Prepared OTC performance report and process improvement to stakeholders
• Conducted various engagement call with stakeholders to identify concern and issue especially for those countries whose collection are not offshore to MNL

Migration and Project Management

• Supported offshoring of various task in OTC by providing recommendation on task to offshore and calculation of FTE per process based on process observation/time stamp.
• Provided migration hypercare status in OTC Process for EMED Cluster
• Identified continuous improvement of productivity levels through standardization, simplification and waste reduction.
• Supported implementation of Myfinance Platform to reduce manual Invoice Reprint Reduction and SOA for big customers.

Highlight: Part of AFLS SAP Detention and Demurrage project as MNL resource for brainstorming, writing test cases for UAT, communicating information to concern parties and data gathering, coordination for the SAP D&D (Simplification Project) – CPH, Denmark.

• Managed budgets effectively by employing cost-control measures without compromising quality or deliverables of projects undertaken by team.

• Led and implemented Projects - Process and System implementations for MAERSK MNL GSC site such as Unbilled Sales Order Project, On Time Invoicing, Dunning Project, MDM Project and Credit/Collection and Disputes Tool (GETPAID).
• Served as business analyst and conducted requirements gathering and use those for analysis of project.
• Established clear communication channels that ensured timely exchange of information between team members and stakeholders.
• Liaised and coordinated closely to Business Process Owner, Manager, Stakeholders about project completion and anchored improvement results.
• Attained Company's Must Win Battle (Objectives/Goals) which includes but not limited to Efficiency Gains, Cost Reduction, Process improvement and Standardization
• Conducted "GEMBA" in finance process (ATR, AP, TEM) and look for possible improvement and standardization of work. Proposed and presented business case for any changes.
• Monitored and reported status, performance of hypercare to O2C management team.
• Conducted road show, training and awareness session for all process regarding global project.

Leader/People Management Role

• Maintained inclusive and diverse team culture, promoting respect and understanding among all members.
• Mentored junior staff members, helping them develop their leadership potential and advance in their careers.
• Empowered team members by delegating responsibilities according to individual strengths and areas of expertise.
• Evaluated team member performance against established objectives during regular reviews, offering praise for achievements or identifying areas requiring further development.
• Implemented employee recognition programs that boosted morale and increased retention rates within team.
• Developed team members skills through targeted coaching sessions, resulting in improved individual performance.
• Promoted high standards through personal example to help each member understand expected behaviors and standards.
• Managed leave requests and absences and arranged covers to facilitate smooth flow of operations.
• Managed conflict resolution among team members, fostering positive and collaborative work environment.

Finance and Accounting Associate

• Handled day-to-day AR and Billing processes to drive financial accuracy.
• Conducted regular audits on billing data to maintain accuracy and compliance with company policies and procedures.
• Generated invoices upon receipt of billing information and tracked collection progress.
• Assisted in training new team members on company-specific processes and tools used within order-to-cash function.
• Supported management by processing invoices and documents with consistent on-time delivery.
• Streamlined daily reporting information entry for efficient record keeping purposes.
• Provided insightful analysis on Order to Cash, AR/Sales trends and inventory management, supporting informed decision-making across departments.

Order to Cash Analyst/Specialist ( O2C Super User)

• Implemented process improvements within order-to-cash cycle, driving increased operational efficiency and cost reduction (SAP access standardization and SAP cost reduction)
• Supported cross-functional teams by providing technical and process support related to orders management and account receivables.
• Streamlined order management and accounts receivables processes by implementing automated system, reducing errors and increasing efficiency (Auto-Bank/AUTOKONTO and WINSHUTTLE tool).
• Ensured proper credit assessments were completed for new customers, minimizing financial risk for organization by establishing process flow and guard rails in process.
• Conducted process audit and GEMBA walk in all finance process to identify any deviation and improvement.
• Trained new hires employees on End-to-End process of Order to Cash including system and connection flow to different department.
• Created training plan and assessed for new hires to make sure they are ready to take-over production activities.

• Enhanced overall customer experience by providing personalized recommendations based on their preferences and needs.
• Managed high call volumes, prioritizing tasks effectively to maintain exceptional service levels for each interaction.
• Utilized various CRM tools effectively to track, manage and analyze customer interactions and sales data for more informed decision making.
• Upsold additional products or services when appropriate, contributing to higher average transaction values per sale for Credit card companies and mortgages.