Areza Ferroni

• Manage multi-category procurement across services, real estate, chemicals, consumables, IT, logistics, travel, fleet, and facilities for the Philippines and Guam.
• Drive process standardisation and compliance with global procurement and P2P policies across both commercial and non-commercial business units.
• Deliver cost savings and cost avoidance through sourcing execution, supplier consolidation, demand management, and commercial negotiation.
• Own end-to-end procurement governance, including contract management, supplier performance monitoring, and policy adherence.
• Partner closely with Finance, Technical, Sales, Real Estate, Fleet, and Shared Services to support business planning, infrastructure sourcing, and bid requirements.
• Strengthen financial and operational controls through reconciliations, SLA monitoring, and exception management.

Key Projects & Initiatives:

1. End-to-End P2P Controls & Open PO Remediation: Legacy purchasing practices and weak follow-through resulted in aged open Purchase Orders, inaccurate accruals, reconciliation gaps, and exposure to financial and audit risk. This initiative focused on stabilizing Procure‑to‑Pay execution and restoring control discipline across procurement and finance.

Platforms / Tools Used: Oracle Purchasing, Power BI

Key Results

• Reduced unresolved open Purchase Orders by 90% (₱760M → ₱76M) within 8 months
• Material improvement in accrual liability accuracy, P&L integrity, and balance‑sheet reliability
• Strengthened compliance with global procurement and finance control requirements

2. Strategic Sourcing & Multi‑Category Cost Optimization
Led sourcing and commercial optimization across multiple indirect spend categories to address cost leakage, fragmented supplier bases, and inconsistent contracting practices impacting cost visibility and financial performance.

Platforms / Tools Used: Oracle Purchasing, Workday Strategic Sourcing, Sievo Spend Analytics, and Power BI.

Key Results:

• Delivered ₱24M OPEX savings + ₱7M cost avoidance (2025)
• Delivered ₱21M P&L savings + ₱16M cost avoidance (2024)
• Improved cost visibility, savings governance, and contract compliance

3. Travel Management & Egencia Optimization
Optimized corporate travel management to strengthen cost control, policy compliance, and financial governance while supporting essential business travel requirements.

Platforms / Tools Used: Egencia, iExpense reporting

Key Results:

• Improved travel spend visibility and policy compliance
• Reduced non‑compliant bookings impacting travel cost control
• Improved alignment between Procurement and Finance on travel‑related expenses

4. Fleet & Facilities Optimization
Addressed rising fleet and facilities costs while improving financial visibility, safety oversight, and sustainability reporting across operations.

Platforms / Tools Used: Fleet IVMS, ERP systems, Sievo

Key Results:

• Led an end‑to‑end optimization initiative targeting ₱3M in cost savings
• Implemented Fleet IVMS to improve fuel consumption visibility, utilization tracking, and safety monitoring
• Enabled sustainability and ESG reporting through improved fleet data transparency
• Strengthened financial and operational governance over fleet, and facilities spend.

Led PMO enablement for a banking client where project delivery practices were fragmented, and risk management was informal. The engagement focused on establishing foundational project governance to support disciplined execution, risk visibility, and client confidence.

Platforms / Tools Used: MS Project, Excel, PowerPoint, and Asana.

Key Results:

• Established a clear project charter, objectives, and delivery roadmap, enabling consistent execution.
• Introduced structured risk identification and mitigation, reducing delivery uncertainty.
• Improved alignment between project delivery and client commercial expectations.
• Strengthened client confidence through disciplined planning, reporting, and governance.

• Led global procurement and finance operations transformation initiatives across Europe, Asia, and the Americas within Shell’s Shared Services network.
• Drove end-to-end improvements across the Expenditure (Procurement-to-Pay) process, focusing on automation, compliance, operational efficiency, and stakeholder value delivery.
• Managed complex, cross-functional workstreams spanning business, technology, and finance operations—overseeing large project portfolios, influencing senior stakeholders, and ensuring continuity of operations through structured project governance.
• Applied Lean Six Sigma and disciplined PMO practices to translate strategic objectives into scalable, compliant, and sustainable solutions.
• Played a key leadership role in capability building, mentoring managers and supervisors, and strengthening delivery maturity across the Expenditure organisation.

Key Projects

1. Global Expenditure P2P Transformation (Shared Services Network) Led and supported global transformation initiatives within Shell’s Expenditure (Procurement‑to‑Pay) process across multiple regions to improve automation, compliance, invoice accuracy, and operational efficiency within Finance Operations.

Platforms / Tools Used: SAP, OCR Invoice Processing Solutions, Process X-ray, MS Project.

Key Results:

• Improved P2P automation and compliance across supported regions.
• Enhanced invoice accuracy and reduced exception handling.
• Strengthened alignment between procurement, finance operations, and business stakeholders.

2. Defects Workstream Lead – Expenditure Process

Managed the Defects Workstream within the Expenditure process to identify, prioritise, and remediate recurring P2P defects impacting invoice processing, compliance, and operational performance.

Platforms / Tools Used: SAP, MS Project

Key Results:

• Reduced recurring P2P defects through structured remediation
• Improved invoice processing quality and control effectiveness
• Supported stable operations and improved stakeholder confidence

3. Contracts & Procurement PO Improvement – Accounts Payable

Co‑led a global initiative to improve procurement PO quality and AP invoice processing, addressing non‑compliant POs, inconsistent invoice layouts, and their impact on OCR automation and matching accuracy.

Platforms / Tools Used: SAP, OCR invoice processing solutions

Key Results:

• Eliminated non‑compliant POs across supported countries
• Standardized invoice layouts to improve OCR automation
• Improved invoice matching rates and AP processing efficiency

4. Divestment – Procurement & Finance Readiness

Delivered end‑to‑end procurement and finance process readiness for a legal‑entity divestment, ensuring alignment with global standards during a high‑risk business transition.

Platforms / Tools Used: SAP, process documentation and control frameworks

Key Results:

• Delivered standardized work instructions aligned with global compliance requirements
• Ensured continuity of procurement and finance operations during divestment
• Reduced transition risk through clear controls and ownership

5. Integrated Process Improvement Plan – Expenditure (2015–2017)
Authored the Integrated Process Improvement Plan for Expenditure and Finance Operations, defining a multi‑year roadmap for process stabilization, optimization, and capability uplift.

Platforms / Tools Used: Process mapping tools, reporting and planning frameworks, MS SharePoint

Key Results

• Provided a structured, long‑term improvement roadmap for Finance Operations
• Enabled prioritization of initiatives aligned with business value and risk reduction

6. Workforce Efficiency & Process Standardization

Led a Workforce Efficiency Project that reduced Accounts Payable headcount by 300 FTEs through process standardization, defect reduction, and elimination of rework—improving productivity while maintaining service levels.

Platforms / Tools Used: SAP, Process X‑ray, internal workforce planning and performance tools

Key Results:

• Enabled the reduction of 300 FTEs through process standardization, defect reduction, and elimination of rework across Accounts Payable
• Improved operational efficiency and processing capacity without service disruption, supporting cost reduction and scalability
• Established standardized P2P workflows that reduced rework, stabilized invoice processing, and supported inter‑center migration

• Led high-performing Accounts Payable and Vendor Helpdesk teams, supporting European entities within Shell’s global Finance Operations.
• Accountable for end-to-end delivery, payment accuracy, controls, and service reliability—driving operational excellence, stakeholder satisfaction, and commercial continuity.
• Focused on people leadership, performance management, and process improvement, enabling consistent service delivery aligned with SLAs, compliance standards, and business expectations.
• Acted as a trusted escalation point for internal stakeholders and vendors, ensuring payment integrity, supplier readiness, and uninterrupted business operations.
• Recognized for leadership impact as EVP Awardee – Most Inspiring Leader.

Key Contributions

• Managed daily Accounts Payable and Vendor Helpdesk operations, ensuring timely, accurate, and compliant payment processing across European entities
• Served as Payment Authorizer in Royal Bank of Scotland systems, ensuring secure and compliant disbursements
• Acted as Subject Matter Expert for complex AP and vendor issues, improving turnaround time and service quality
• Improved key KPIs including Payment on Time, PO compliance, and invoice processing cycle time through standardisation and performance management.
• Prepared and submitted monthly Statement of Accounts Reconciliation (SOAR) and KPI reports, supporting financial accuracy and transparency
• Drove team performance through structured coaching, incentives, and engagement initiatives.
• Collaborated with HR on talent acquisition, role design, and compensation packages—including language‑based incentives for European market support
• Successfully transitioned teams into expanded roles within Finance Operations, supporting organisational agility.
• Led process knowledge sharing across global delivery centers (Manila, Krakow, Chennai, Glasgow, Kuala Lumpur), reinforcing consistency and best practices
• Supported commercial and sales operations indirectly by ensuring vendor readiness, payment reliability, and operational continuity.

• Provided front-line support for vendor inquiries and payment issues within Shell’s global Finance Operations, ensuring timely resolution, service excellence, and stakeholder satisfaction.
• Played a key role in process standardization, performance improvement, and controls reinforcement across the Expenditure (Accounts Payable) function.
• Managed high-volume Vendor Helpdesk operations through mailbox and voice channels, resolving queries related to invoice processing, urgent payments, and parked or blocked transactions.
• Acted as a critical liaison between vendors, business stakeholders, and global FSSC teams, supporting service reliability and internal client confidence.

Key Contributions:

• Managed vendor helpdesk operations, handling high volumes of queries across invoice processing, urgent payments, and blocked transactions.
• Acted as a key liaison between vendors, and business stakeholders, ensuring timely issue resolution and service continuity.
• Improved vendor query closure rate from 30% to 90% through structured escalation handling and root-cause analysis.
• Conducted weekly engagement sessions with global stakeholders to align service expectations, resolve escalations, and share performance insights.
• Improved Business Controls Incident KPI from red to green through proactive risk identification and compliance reinforcement.
• Reduced urgent payment claims by addressing root causes and improving invoice processing timelines.
• Contributed to Payment on Time KPI improvements through better query management and process alignment.
• Led end-to-end process knowledge sharing for Expenditure within Finance Operations Manila, strengthening consistency and team capability.

Project: Value Stream Mapping – Accounts Payable Manila (Kaizen Initiatives)

Led Value Stream Mapping for Accounts Payable Manila to identify inefficiencies, bottlenecks, and waste across end-to-end invoice and payment processes, forming the basis for multiple Kaizen improvement initiatives.

Platforms / Tools Used: Process mapping tools, workshop facilitation materials

Key Results:

• Identified improvement opportunities across efficiency, automation, and service quality.
• Initiated multiple Kaizen projects targeting cycle time reduction and error prevention.
• Strengthened the continuous improvement culture within AP Manila.

• Provided executive and operational support to Finance Operations leadership, enabling effective coordination, communication, and continuity across shared service centers supporting 2,000+ FTEs.
• Coordinated employee engagement and internal communication activities across global hubs (Manila, Kuala Lumpur, Krakow, Chennai, Glasgow), supporting alignment with leadership priorities and employee experience initiatives.
• Handled administrative purchasing and spend tracking for corporate giveaways and engagement activities, ensuring adherence to approved budgets and basic specification consistency.

• Provided national-level coordination and secretariat support for CEAP, facilitating effective communication and engagement with school leaders and superintendents across the Philippines.
• Organized and supported two national assemblies for superintendents of CEAP member schools, coordinating logistics, schedules, and stakeholder requirements to ensure smooth execution.

• Led academic research coordination and institutional readiness activities across Preschool, Basic Education, and College levels, supporting regulatory compliance, accreditation preparation, and stakeholder engagement.
• Conducted and published educational research on enrollment trends, contributing to institutional planning and internal policy discussions.