CB takes ownership for NBC biz processes across commercial functions (e.g. EB and H&F), which is great / easier to work with

Try not to form too strong a first impression, try to build an understanding of the other person's situation and thought process that led them to their position or decision.

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Tx to play a reminder role for other divisions to keep their knowledgebase updated e.g. in FB

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Build rapport with supporting teams in other divisions, in order to get the collaboration / support we need.

Have a clear escalation path when we don't get the support we require from other divisions or departments

Identify different people from CB to support Tx departments (or somebody reporting to HOD/HOS to support) in order not to overload 1 person

For Finance, it would help if processes and PICs are clearly documented so that other divisions understand how to run the process, if undocumented then seek help (e.g. from OE) to define the process clearly

Tx Roadshow idea - So that other divisions understand what we do, and know to come to us for help e.g. for Change / OE / PMO etc.

Finance can be unclear of their internal processes and sometimes do not support each other (internally) to clarify this process. Sometimes diverting us to other divisions (e.g. HR) or departments (within Finance) which is time consuming and sometimes wrong.

CB has designated reps for engagement, which might know or have all the information we require and would be a bottleneck if she is unavailable. The same rep might cover multiple departments from Tx, e.g. OE / EDG / PMO etc.

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