Building shared service centre capability: interview with Tim Kwakkenbos, transformation and finance programme leader

Tim Kwakkenbos is a transformation and finance programme leader specialising in large-scale operating model redesign, shared service centre (SSC) implementations and global finance transitions.

He’s typically brought in when finance needs to fundamentally change. He has led complex transformations across more than 30 countries for organisations including Nutreco, Carlsberg, FedEx/TNT and AkzoNobel.

Known for his pragmatic, hands-on leadership style, Tim combines deep finance process expertise with a strong focus on people, change and execution.

He’s particularly experienced in delivering end-to-end transformations from strategy and design through to implementation, helping organisations achieve sustainable improvements in efficiency, control and performance.

What drives him most is making transformation work in practice for the business and the people.

Sjouke sat down with Tim to learn about his approach to building shared service centre capability.

What types of finance transformation programmes do you lead and where do you add the most value?

I typically step into organisations at the point where finance needs to fundamentally change, not just improve. In most cases, that means moving from fragmented, locally driven structures towards a more standardised, scalable operating model.

Over the years, I’ve specialised in large-scale finance transformations, particularly where complexity is high: multiple countries, different legacy processes and a significant people impact. The programmes I lead usually combine operating model design, SSC implementation and complex transition execution across regions.

In my recent work at Nutreco, the focus was on shaping a global finance operating model and preparing the organisation for multiple SSC implementations. That involved strategy alignment, building governance, defining the transition approach and creating alignment across board-level stakeholders and local finance leadership.

These transformations only succeed when strategy, execution and change are treated as one integrated challenge. It’s relatively straightforward to design a target operating model on paper. The real work is making sure that model works in practice across countries, cultures and levels of maturity.

That’s the space I enjoy most: bringing structure to complex environments, building momentum and ensuring that transformation delivers sustainable results.

What separates successful SSC implementations from those that fall short?

In my experience, a shared service centre only adds real value when it is part of a broader effort to simplify and standardise the finance function. If that foundation is not in place, an SSC doesn’t solve complexity. It relocates it.

When processes are harmonised and clearly defined, SSCs can deliver improved efficiency, stronger control and a scalable platform for growth. Centralisation becomes an enabler of performance rather than just a structural change.

Where I’ve seen it go wrong is when organisations move too quickly to centralise. If different countries or business units are still operating in fundamentally different ways, those inconsistencies simply move into the SSC. The result is typically a drop in performance.

That said, you don’t need 100% perfection. If you’re 70 to 80% standardised and governance is clear, you can transition and continue improving from the centre.

Increasingly, SSCs are becoming capability centres supporting automation, enabling AI initiatives and driving continuous improvement. But that only works if they are designed as part of an end-to-end operating model with clear ownership of processes and outcomes.

Ultimately, the question is not whether to centralise, but what problem you are trying to solve.

Why do mid-sized organisations often get SSC strategy wrong?

Organisations often underestimate how much their size, footprint and complexity should shape their SSC strategy. There is no one-size-fits-all model.

For large, multinational organisations, a shared services model is often a natural step. The real challenge is how to create consistency without losing control, which requires strong governance, clear process ownership and a disciplined approach to standardisation.

Missteps are more common in mid-sized or regionally focused organisations. These businesses often try to replicate models designed for much larger companies without having the same level of process maturity or scale. As a result, they invest heavily in centralisation before simplifying and aligning their processes.

A common pattern is that a centre is set up, but local exceptions remain. Those exceptions become the rule, and the SSC ends up firefighting instead of improving.

The underlying issue is that decisions are driven by cost ambitions rather than a clear vision of the finance function.

A more effective approach is to start with what level of standardisation can realistically be achieved, then design a model that fits the organisation.

Successful SSC strategies are defined by how well they balance efficiency, control and proximity to the business.

How is technology reshaping the traditional centralisation model in finance?

Automation and AI are reshaping how organisations think about centralisation and challenging the assumptions that traditionally drove SSC strategies.

Historically, centralisation was the primary way to achieve scale and efficiency. Today, that equation is no longer as straightforward.

Automation can deliver a significant part of those efficiency gains without requiring full centralisation. In areas like purchase-to-pay, initiatives such as three-way matching and standardisation can reduce transactional workload and give organisations more flexibility.

That doesn’t mean SSCs are less relevant. Their role is evolving into exception handling centres that support automation and drive continuous improvement.

Many organisations are still applying an old mindset, designing SSCs around volume and cost, while the real opportunity is to design around capability, data and insight. It’s no longer about where the work sits, but how work is performed, how data flows and where value is created.

What skills are becoming critical in modern finance functions and SSCs?

The talent profile within SSCs is changing fundamentally. It’s not just about fewer transactional roles, but different capabilities.

As automation takes over repetitive work, the value is moving towards understanding and improvement. There is growing demand for people who can think end-to-end, understand processes and continuously improve workflows.

Analytical skills, system knowledge and a continuous improvement mindset are becoming more important than transactional expertise.

What’s still most underestimated is change capability. If people don’t adopt new ways of working, performance drops. That’s why change management and training should be treated as core workstreams.

As SSCs become more central, expectations are increasing. Teams are expected to contribute to insights, support decision-making and challenge the business.

Ultimately, the shift towards automation is a people transformation as much as a technology transformation.

How do you build a programme team that delivers and sustains transformation?

The success of a transformation programme is heavily influenced by how you balance internal capability and external expertise. It’s not an either-or decision.

External expertise plays a critical role in the early stages, bringing structure, pace and proven approaches. This often includes defining the methodology, establishing governance and creating the overall framework.

However, real success is determined by what remains after the programme is completed. If the organisation has not built its own capability, the transformation risks losing momentum.

That’s why capability building should be an integral part of the programme. From the start, it’s about involving internal teams, giving them ownership and developing the skills to continue the transformation.

A key focus should be shifting from external delivery to internal ownership.

Ultimately, the role of external expertise is to accelerate the transformation and leave the organisation stronger than before.

Where do finance transformations most often break down and why?

The costliest mistakes are almost always linked to underestimating the human and organisational readiness for change.

There is often a strong focus on the end-state, while less attention is given to whether the organisation is ready to adopt that change.

One common issue is starting transitions too early. On paper everything looks prepared, but in reality key elements are not fully in place. When you move into transition under those conditions, problems become visible later at a much higher cost.

Another challenge is a lack of clear ownership. If end-to-end accountability is unclear, issues are passed between teams without being resolved, and momentum is lost quickly.

What sits underneath most of these issues is a capability gap. Organisations underestimate how much investment is needed in skills, behaviours and leadership.

Transformation is often treated as a project with an end date, while in reality it is a shift in how the organisation operates.