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Led by finance: Alicja Dworowska, senior financial analyst at Hewlett-Packard, explains how she helped the company plan and budget for a set of growth and efficiency initiatives in one of its business units.

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Vincent
AuthorDworowska, Alicja, Sr.
PositionInterview

We created a $400m budget for one of Hewlett-Packard's managed print services business units covering Europe, the Middle East and Africa by preparing a complex financial model that embedded new business initiatives, desired efficiencies and a reallocation of human resources into the corporate financial guidelines.

WHAT WAS THE CONTEXT OF THE PROCESS? This is an annual task that is expected of business units by the corporate office, based on a group board decision. I reported directly to the EMEA finance manager responsible for the business unit for which the budget was created.

WHAT DID YOUR TEAM LOOK LIKE? I worked directly with the business director and managers, the customer operations manager, business and finance analysts and the financial planning and analysis budget leader for the whole printing group (the person responsible for gathering data from all the business units).

WHOM DID YOU HAVE TO LIAISE WITH ACROSS THE BUSINESS? The managed services director, solutions manager and delivery manager. HR was also involved when deciding on the head count planned for the next year.

WHAT NEW BUSINESS INITIATIVES WERE INVOLVED? There were several, including nearshoring (i.e. transferring to neighbouring countries) delivery managers for standard services, increasing the head count where the growth rate of the business was most promising (e.g. in emerging economies) and investing in the outsourcing of maintenance activities.

WHAT EFFICIENCIES WERE ULTIMATELY ACHIEVED...

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