Noor Alief Affandy Abdullah

• Self-motivated, with a strong sense of personal responsibility.
• Skilled at working independently and collaboratively in a team environment.
• Proven ability to learn quickly and adapt to new situations.
• Worked well in a team setting, providing support and guidance.

Owned Worley's global shared-service transition programme end to end — scoping, stakeholder sign-off, resourcing, execution and hypercare — as the company moved its finance operations to Tata Consultancy Services. Over six years, delivered 16 country go-lives across P2P, R2R and O2C, several running in parallel, without a missed go-live date.

1. Oversaw extensive transitions in Oman, Singapore, UK, Denmark, South Africa, Mongolia, China, Thailand, Indonesia, India, Brunei, Brazil, Azerbaijan, and Colombia alongside R2R-only and P2P-only scopes for US and Canada with a total of 16 transitions accomplished

2. Negotiated and signed off scope and delivery agreements with each local finance team before cut-over, then held the relationship through go-live so issues surfaced early rather than after handover.

3. Ran an office relocation (Project Puchong, KL to Bangsar South) and the migration to the Cherwell ticketing platform alongside the country transition schedule.

4. Built the transition playbook — risk assessments, mitigation plans and status reporting — that later transitions reused, cutting the ramp-up time needed for each new country.

5. Coached transition team members on handover technique so more of the workload could be run in parallel without compromising quality.

1. Directed 25-person invoice processing team through 2 managers and 2 supervisors, enhancing operational standards, policies, and procedures for function.

2. Introduced innovative systems (eyeshare ocr norway) and operational changes to elevate throughput through close collaboration with peer departments, ensuring durability of changes post-activation.

3. Oversaw change management strategies for all new tools or processes concentrating on fostering adoption rather than just deployment.

4. Enhanced team performance with regular coaching sessions, focusing on individual strengths and areas for improvement as applicable.

Ran WorleyParsons' global AP function — 51 people across 5 team leads, covering APAC, the Middle East, Europe and the Americas — while also transitioning two country operations into the team.

1. Transitioned WorleyParsons Europe (UK) and WorleyParsons USA Accounts Payable into the KL shared service centre on Oracle, running training and reverse knowledge transfer for each.

2. Partnered with the global finance team on month-end accruals and account reconciliations, and with local finance departments to clear billing issues quickly.

3. Reduced payment discrepancies through tighter invoice review and reconciliation, and streamlined invoice and expense processing to cut cycle time.

4. Negotiated payment terms with vendors to support cash flow, while keeping payment approvals moving on time across multiple banking systems.

5. Tracked team performance metrics to catch bottlenecks early, and kept the group engaged through a period of near-constant process change.

1. Transitioned Accounts Payable and payment banking processes from the Hitachi US office to the KL shared service centre, including US payments (Apr–May 2011), and trained the KL team to run them independently.

2. Acted as the main point of contact for internal stakeholders and external vendors on AP and payment matters, resolving issues directly with the US finance team.

3. Built recurring reports for the US counterpart covering payment and forecasting trends, feeding the weekly payment cycle and the Treasury budget and forecast.

4. Renegotiated employee expense payment frequency to align with Treasury's cash forecast ahead of each payment run.

1. Led the BASF Philippines AP payment transition (invoicing and payments, Jul–Oct 2006): two weeks on-site job shadowing in Manila, followed by a four-week reverse knowledge transfer to the KL team.

2. Wrote and reviewed the SOP documentation, then ran testing through soft go-live and into a clean hard go-live, resolving issues as they surfaced and folding the fixes back into the SOPs.

3. Investigated and resolved invoice and payment queries for staff and external vendors, and flagged process gaps that fed into ongoing SOP improvements.

1. Core team member on two AP payment migrations: Shell Philippines (Nov 2000 – Jan 2001) and Shell Chemicals Singapore. (Feb – May 2002), including six weeks of job shadowing in Manila and two weeks in Singapore.

2. Documented SOPs by hand with clear step-by-step narration, then validated them through reverse shadowing with the process incumbents before go-live.

3. Ran two weeks of daily supervised calls with the Makati and Singapore payment teams during soft go-live, reaching hard go-live on both with minimal disruption to ongoing operations.