TCG Expands Global Presence - Opens Dubai Center of Excellence
TCG Consulting is proud to announce our newest Center of Excellence located in Dubai under the leadership of Nabeel Khan.  This addition to the TCG global footprint will provide deep Middle Eastern market expertise for our EMEA and global clients as well as enhance delivery of our integrated global program strategy, sourcing and management solutions.
Nabeel Khan, Senior Consultant

Nabeel's long-standing residency in the United Arab Emirates, combined with his travel and client management experience plus subject matter expertise in the Middle Eastern travel industry, makes him an outstanding resource for representing & leading TCG in this market. In addition to his Bachelor's degree in Computer Science and a Masters' in Business Administration, Nabeel brings career experience ranging from IT to customer service and general management - most recently working with KBR as their Middle East Regional Travel Manager.

Nabeel's favorite pastimes are anything pertaining to new technology and watching television and movies as well as political topics, insights and trends.
Expense Management System Not Meeting Expectations?
J im Coufal, Senior Director - Global Payment System & Expense Management Practice

Does your Expense Management System requir e back office work-arounds and manual support to make  it work?   Do your users complain the system is diffi cult to use, requires too many "mou se clicks" and clunky data entry?   Is it difficult to extract any meaningful information from the system or post the entries to the G/L? 
Many companies are experiencing the frustration of managing sub-optimized Expense Management Systems. This condition forces organizations to continually develop and maintain highly inefficient work-arounds just to execute basic functionality and reporting. These manual processes significantly increase support and/or automation costs.

Some of the typical drivers and causes which lead to sub-optimized systems include:
  • Business has changed which creates G/L chart of account structural changes
  • Rushed implementation without fully vetting business requirements and configuration decisions
  • Vendor relationship highly focused on the sale and not the implementation or support
  • Out-of-the-box deployments without any company specific configuration settings
  • Multiple workflow routings that are not dynamic
  • Data fields that are used for more than one purpose
  • Resource turnover which results in lost institutional configuration knowledge
To read more of Jim's article  CLICK HERE.
TCG Proudly Announces The Newest Addition To Our Global Team
Paulo Fajardo, Business Analyst
Paulo joins TCG's Global Business Services Center in the Philippines bringing significant analytical experience from across a wide array of industries including IT, Banking, Telecommunications, and Finance. 

Following initial career successes in IT and BPO technical support, Paulo transitioned to executive management, and eventually became a team leader supporting a global Telecom leader. In 2012, he became Senior Vendor Analyst overseeing a large client vendor site.

Prior to joining TCG Consulting, Paulo served as Lead Business Analyst for a United States based mortgage company specializing in Short Sales.

Paulo has a Bachelor of Science degree in Computer Engineering. His hobbies include Basketball, Volleyball, Billiards and computer games, as well as learning about new technology trends.
Meetings Management - Planning for 2016 Optimization

Louann Cashill, CMP, CMM Director, Global Hotel & Meetings Practice
As 2015 comes to a close, we tend to reflect back on the current year, also well aware of the need to actively plan and drive improvements for the next one.  How did your Meetings program perform in 2015 and what might your "Meetings-related resolutions" be for 2016?  Here are some best practices and "levers" to consider:  
  1. Revisit your organization's meetings policy or guidelines.  Does it clearly identify responsibilities for the Meeting Sponsor, Requester and Budget Holder?  Does it cover recommended lead times, acceptable locations/destinations, supplier selection and contracts, meeting financial and payment process, virtual meetings, sourcing/contracting, sourcing/contracting process, technology, security and risk, ethics and travel?
  2. How effective is your reporting - data capture, dashboards, trending, exceptions? What is a gap that should be filled to help improve insight and visibility?  Are you consistently sharing your reporting, metrics and KPI's with leaders and stakeholders in your business unit?  How about other business units and their stakeholders?
  3. Review supplier SLA's and develop a process for performance evaluation.
  4. Exchange knowledge and information with external peers (or internal peers in a decentralized company) - what are others doing to improve their Meetings program?
  5. Do you have an effective process to regularly seek out the impressions and feedback from key stakeholders and then translate this into an action plan? There is likely lots to learn.
  6. Develop a pipeline of initiatives - both strategic and tactical - for a three to five year plan, including action items, target dates, resources, etc.
  7. Commit to participating on anIndustry panel, speaking at events, or joining a committee.
  8. Review current processes - do they need a tune up?  Are they working?  Are they still appropriate for the current climate?  Are they providing the results that are benefiting the organization?
For more information on how to build and deliver an optimized Meetings strategy and program, contact Louann Cashill, Director Global Hotel & Meetings Practice.
In This Issue


Corporate Travel - A Strategic Transformation Opportunity

TCO - One of Five Pillars of Transformation
is the first in a Whitepaper series discussing and analyzing TCG's proprietary "Five Pillars of Transformation" for rethinking and transforming corporate travel - strategy, sourcing, program enablement, integration with Meetings, Payment & Expense Management, etc.

Leverage the Total Cost of Ownership (TCO) pillar as a foundation for capturing and managing a program's true spend.

What is more impactful - managing 70% of your program spend and saving 1% on that amount via traditional sourcing OR  managing 114% of spend and saving 8-11% on the larger base using TCG's innovative Five Pillars of Transformation?

TCG Consulting Featured in Headline Article From
Business Travel Executive

Albert Taras, Founder & Global Managing Director, recently discussed with BTE how TCG is delivering strategic program innovation and management for clients to address their needs and issues in a changing marketplace.

TCG's successful integration and delivery of Strategy, Sourcing and Outsourced Program Management for KBR to address the unique challenges within the Oil, Gas, Energy and Field Services market is also highlighted.

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