Company Overview

Emőke is a senior consultant in the Advisory Group at DLM. As a part of the Group’s scope she supports a wide range of SSC and BPO activities, mainly in performance improvement and operational excellence area. Emőke’s SSC experience covers process and solution design, operational excellence and operational service delivery including optimized controls and benchmarking.

Prior to joining DLM Consulting Emőke held positions as P2P Delivery Manager, Global P2P Process Owner and Portfolio Manager at Nokia performing services in finance and accounting area. She has been Executive Finance Manager, Senior Project Manager and Continuous Improvement (Lean) Line of Business Coach in British Telecom Regional Operational Center in Hungary.

Erika is a senior consultant in the Advisory Group at DLM. She has broad experience in SSC design, set-up and transitions of back-office functions from local markets to Shared Service Center. She has also managed process assessment & optimization as well as IT software implementation projects and she has been also involved in a large SS transformation program. Before joining to DLM Consulting, Erika spent 2 years at the Consulting Department of PwC Hungary. She has participated in Shared Service Centre-related advisory projects, but also contributed to the design and implementation of the target operating model for a new telecommunication company.

Prior working as a consultant, Erika spent 5 years at the Shared Service Centre of Nokia performing services in finance and accounting area. She was responsible for the creation of financial concepts and processes by collecting and analyzing business requirements and translating them into SAP ERP system terms.

Alexandra has started her career as a Junior Consultant and Project Admin at DLM Consulting and worked her way through multiple projects to become an experienced Consultant and Project Manager. She has managed and supported different projects during these years (SSC transition, software implementation, process assessment & optimization) in various areas (Finance, Commerce, Customer Service, HR, Operations Support). Her main expertise is Transition Management in the Shared Service Center industry; she has led multiple migrations of the administrative processes from the local markets to the SSC.

Apart from project management she has a proven track record in process documentation (MS Visio, MS Office). As part of the DLM advisory team she has supported various process improvement initiatives as well. Her strength is the systematic, structured thinking with excellent organizational, communicational and problem-solving skills.

Kitti is the newest member of the DLM advisory team, as a Junior Project Manager she is working closely with our senior team providing valuable support not only in the day-to-day project administrative tasks but also bringing new ideas and solution proposals. Kitti has experience in preparing detailed process documentation and supporting transition projects (e.g., transfer administrative tasks, SSC international knowledge transfer coordination,..). As addition she is participating in several internal business development initiatives, as well as supporting with accounting and administration tasks in our finance systems K2D and TruFinance for dealerships.

Prior to joining DLM Consulting she graduated as an economist and she also has experience working in a Shared Service Center in the Finance team.

Réka has more than 20 years of strategic HR experience. She spent seven years in the business at Unilever covering all fields of the HR profession (HR strategy, Manpower planning, OD, Recruitment, Total Rewards, Talent Development, Employee Relations). In 2005 she set up her own consulting enterprise, Kerubi Consulting and has set up strategic partnership with DLM Consulting and has become a coach of the Swan International Coaching Community. Besides her active enterprise in 2010 she returned to the corporate world for two years to build up and lead the HR team of a Shared Service Organization, Celanese Hungary.

Utilizing her organization and talent development background she managed the growth of the organization from 200 to 400, developed a unique leadership program, and introduced best practice HR innovations in the young organization. She successfully merges her business operation and consulting experience in her assignments.