Interview With Mr. René Dortmundt
GUEST ARTICLE WITH MR. RENE DORTMUNDT,
Director – Global Shared Services, Brightstar
Starting a Shared Services Center (SSC) or Global Business Services (GBS) journey is a bold and transformative decision – one that demands vision, resilience, and a deep understanding of both people and processes. Over the past three decades, I’ve had the privilege of building and leading SSCs across Europe, the United States, and Brazil, each with its own cultural and operational nuances. Today, I manage a globally scoped outsourced BPO organization based in India, where I continue to navigate the complexities of cross-functional service delivery, governance, and strategic alignment. These experiences have taught me what truly drives success – and what pitfalls to avoid – when embarking on the SSC/GBS path.
Begin with a Clear Purpose and Ownership
When I stepped into my role as Director of Global Shared Services at Brightstar, one of my first priorities was to establish true ownership – not just of outcomes, but of relationships. Leading an offshore BPO team in India while aligning with stakeholders across the Chief Accounting Office, Finance, as well as Business & Regional Controllers quickly taught me that clarity of purpose and accountability aren’t just best practices – they’re foundational. Without them, even the most well-designed SSC model can fail.
That’s why it’s essential to define your SSC’s mission from the get-go and ensure leadership is not only committed to delivery but also to its ongoing evolution.
Build from the Ground Up – But Build Smart
At Laureate in Brazil, I had the opportunity to build the SSC from the ground up – implementing Finance, Purchasing, and Service Management functions. We delivered every component on time, within budget, and without rework. That level of success wasn’t accidental; it was the result of meticulous planning, relentless follow-through, and a team that believed in the mission.
What I learned is that you can’t simply copy and paste existing processes into a new structure. An SSC transformation is a chance to rethink how things are done – to design with scalability, audit-readiness, and continuous improvement in mind. It’s not just about centralizing work; it’s about elevating it.
Centralization Is a Strategic Lever
During my time at Brightstar and earlier at Laureate, I learned that centralizing Finance functions goes far beyond cost savings – it’s about establishing control, ensuring compliance, and unlocking strategic value. One standout example was at Laureate Brazil, where we centralized Indirect Procurement within our SSC. This move not only drove PO compliance to 95% but also delivered over R$3 million in savings in the first year by streamlining purchasing negotiations and contracts.
To truly add value through your SSC or GBS organization, use centralization as a lever for efficiency and governance. But just as importantly, communicate its benefits clearly to local teams – transparency and collaboration are key to adoption and long-term success.
Technology Is a Catalyst, Not a Cure-All
Implementing new ERPs across multiple organizations taught me a critical lesson: technology only delivers results when people are truly ready for it. At Unisys, we were able to reduce order entry time from five to just two days – not simply because of the system upgrade, but because we right-sized the team, supported them with clear process flows, and invested in thorough training to set them up for success.
The takeaway? Change management and user enablement are just as important as the technology itself. If you want your digital transformation to be a success, invest equally in preparing your people.
Governance and Metrics Drive Credibility
Whether it was establishing governance frameworks at Brightstar or tracking KPIs during my time at Laureate, one principle consistently held true: what gets measured gets managed. In the SSC and GBS environments I’ve led, robust governance and performance metrics weren’t just operational tools – they were also critical enablers for passing internal audits, meeting internal control standards, and satisfying external audit requirements.
From day one of any SSC/GBS implementation, it’s essential to embed governance structures and define meaningful KPIs. But metrics shouldn’t exist solely for reporting – they should drive continuous improvement, accountability, and trust across the organization.
Culture and Communication Are Game-Changers
One of the moments I’m most proud of was leading the change management effort during the SSC rollout at Laureate. We introduced the concept of “energizers” – local champions embedded within each university – who became the face of the transformation on the ground. Their enthusiasm, credibility, and proximity to end users created a ripple effect that no top-down communication could have achieved.
That experience reinforced a lesson I carry into every transformation: never underestimate the power of internal champions. Because at the end of the day, culture doesn’t just support strategy – it determines whether it succeeds or fails.
Stay Agile and Keep Learning
From launching SSCs in Amsterdam to mentoring startups in São Paulo, I’ve embraced agility and continuous learning as cornerstones of transformation. Whether through Lean Six Sigma certifications, SCIRE business simulations, or in-house university programs, I’ve consistently invested in evolving both myself and the teams I lead.
Your SSC should be no different. Treat it as a living system – one that grows, adapts, and improves over time. Pilot new ideas, learn from outcomes, refine your approach, and repeat. That mindset is what turns a service center into a strategic engine.
Final Thoughts
If your organization is considering, or has just begun, its SSC or GBS journey, this is the moment to act with boldness and strategic intent.
Start by asking the right questions:
- What value do we aim to deliver beyond cost savings?
- Are our processes mature enough to scale and standardize?
- Do we have the right partners and talent to lead this transformation with confidence?
I encourage you to connect with those who’ve navigated this path, collaborate across functions and geographies, and learn from both successes and setbacks.
Whether you’re building from the ground up or refining an existing model, the SSC/GBS journey is one of transformation – and its impact can be truly lasting.
