Jenny Jolig

Business Management & Transformation:

Working within the COO team for the Head of Operations in managing a global organization of over 7,000+ resources across over 40+ countries, spearheading different initiatives.

1. ABC Program Implementation:

• Led the implementation of an Activity Based Costing (ABC) program, managed scope, develop methodologies, allocate budget, established timelines, oversaw risks and dependencies
• Managed contractual aspects of the engagement with external consultancy, ensuring timely procurement, cost-effective pricing, and smooth resource onboarding
• Successfully rolled out the program collecting required inputs from across 700+ teams worldwide and ensuring cross-time-zone coordination
• Prepared status updates for program sponsors and steering committees, engaging stakeholders to ensure project objectives were met
• Liaised closely with system developers to build a sustainable data and process model, drafted business requirement definitions and conducted system functionality testing

2. Cost Optimization and Transformation Strategy

• Developed and implemented analytics dashboards that leveraged data from the ABC study, and derived insight to pinpoint high-impact automation opportunities (RPA, LCNC, Workflow tools, ML/AI)
• Developed a proposal on the redesign of the Target Operating Model (TOM) and location strategy for Business Management roles
• Spearheaded an extensive analysis of the software portfolio (>100 applications), evaluating various parameters along Total Cost of Ownership (TCO) and functional components

3. AI-driven Platform Development

• Led design and implementation of a Service Taxonomy framework, creating a structured foundation to support efficient client request routing streamlining millions of communication threads.
• Collaborated with prompt engineers during MVP phase to establish AI-based functionalities, enabling automated classification to align request and queries with taxonomy elements for automated routing to agents

Software Capitalization Accounting

Designed and implemented DB’s accounting process for a 2bn EUR IT Software development portfolio, collaborating with multiple divisions to ensure compliance with best practices and accounting rules

• Partnered with a Big-4 consultancy to conduct a comprehensive market study, introducing industry best practices in software accounting
• Successfully established a software accounting practice across the bank, covering the monthly asset register maintenance, balance sheet substantiation, and the annual impairment review and attestation process
• Coordinated with Technology, Group Accounting and Investment Governance the integration of the software accounting process into the group-wide accounting ecosystem
• Managed the transition of routine accounting functions to offshore teams, defining SLAs and knowledge transfer protocols, and supervised offshore resources on month-end close delivery
• Recognized as an SME on Software Accounting, advising senior management on P&L and balance sheet impact
• Collaborated with Tax department on Technology R&D expense assessment for substantial tax credits

Systems Used:

SAP, Hyperion Essbase, QlikView, Clarity Software

Supported multiple business units within Technology & Operations in financial planning, budgeting, and cost control spanning over a 4bn EUR cost base.

• Supported multiple business units in financial planning, budgeting, and cost control, including the management fo the month-end cost close and flash submissions
• Provided data driven insights on trends and variances, leading to a more disciplined approach to expense management, and helped business unit leaders meet their annual financial targets
• Played a key role in the finance workstream for a triple-digit million EUR divestment project, enabling comprehensive due diligence on data input and model assumptions, designing business case and NPV models