Most process failure happens between functions rather than inside them. Handoffs are where cost, delay and rework accumulate - and yet ownership models still tend to stop at the departmental boundary, leaving the people best placed to fix the seams without the authority to do it.

The reason is rarely ignorance. It is that End-to-end ownership asks functional leaders to accept accountability for outcomes they do not fully control, and to be measured on something other than their own function's numbers. That is a genuinely hard thing to ask, and most organizations quietly decline.

This panel examines what it actually takes: where the expensive handoffs are, what authority a process owner needs to be credible, and how to resolve the KPI conflicts that make cross-functional ownership fail in practice rather than in principle.

• Identify where handoffs between functions generate the most cost, delay and rework
• Understand what process mining reveals about cross-functional breakdowns that internal reporting hides
• Learn what authority a process owner needs to be taken seriously outside their own function
• Discover how to align conflicting functional KPIs around a single end-to-end outcome
• Explore how to handle the accountability problem when outcomes span several P&Ls
• Hear what genuine end-to-end ownership looks like in practice, and what it takes to sustain it

Vineet Mehra

Head of functional platform, landside finance & controls
Maersk

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Ricardo Henriques

Transformation leader and business automation professor
EDP, Católica Lisbon School of Business and Economics

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Amelia Brand

Editor
PEX Network

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AI is creating new opportunities for process transformation, but success starts with understanding which processes should be automated, augmented, or left in human hands. In this session, Craig Willis explores how process excellence helps organizations make smarter AI decisions, identify high-value use cases, and avoid unnecessary complexity and cost.

Joined by James Rawlinson, Director of Health Informatics at University Hospitals Sussex NHS Foundation Trust, Craig will share a real-world healthcare transformation story. Learn how the Trust improved patient engagement and contact centre performance through AI-powered self-service, intelligent routing, automated appointment management, and multilingual support, reducing wait times and dramatically improving the patient experience.

Key takeaways:

• How process excellence guides successful AI adoption
• Identifying the right opportunities for AI, automation, and human intervention
• Designing scalable, human-in-the-loop processes
• Reducing costs by avoiding unnecessary AI deployment
• Lessons from the NHS on improving service delivery, efficiency, and patient engagement through intelligent automation

Craig Willis

Head of Process Improvement Solutions
Netcall

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James Rawlinson

Director of Health Informatics
Rotherham NHS Foundation Trust

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A great many organizations are not optimizing a BPM capability - they are trying to start one. The mandate arrives from somewhere (a failed transformation, an audit finding, an AI program that stalled on process data) and someone is handed responsibility for building the discipline from nothing, usually without a template, a budget line or an obvious first move.

The literature tends to skip this stage. It describes mature capabilities without much on how they got there, which leaves the people at the beginning to work it out in public and expensively.

This panel brings together leaders who have built process capabilities from the ground up, to talk candidly about what drove the investment, which approaches held, where resistance came from, and what they would sequence differently. It closes on where a newly established capability creates the conditions for AI-enabled process optimization, and why that foundation has to come first.

Join us for a lively discussion on:

• Understand why organizations are investing in dedicated BPM capabilities now, and what triggers the decision
• Compare different approaches to launching a capability from scratch - centralized, federated and center-of-excellence models
• Learn how to navigate the human side of BPM, from functional resistance to genuine engagement
• Identify the success factors that make a new capability sustainable rather than dependent on one sponsor
• Discover which foundations need to be in place before AI-enabled process optimization is viable
• Hear what the panelists would do differently with hindsight, and what they would do again

Ashley Peal

Director, Business Process Management
Bristol Myers Squibb

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Sandy Abel

Assistant Vice President, Operational Excellence
Space Coast Credit Union

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Cathy Gu

Deputy Divisional Director
SSON & PEX Network

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