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Ben Esmael has 12+ years of combined experience in management consulting and as a senior manager in various roles in the shared services centers, FMCG, and the banking industry.


Ben has an extensive experience in project scoping, project management, and the successful implementation of solutions through collaborative consulting and change management processes. Projects include finance strategy and transformation, re-engineering corporate steering models, performance management, revenue management, end-2-end process optimization, organizational development, and development of finance business partner organizations.


Baton Transport A/S (2023-), HSBC, Business Consultant (2022), Ben Esmael Consulting, Business Consultant (2019-), Warsaw Business Journal, Columnist (2021-), State Street, Senior Transformation Manager (2021-2022), Danish Crown, Executive Secretary, Transformation Change & Communication Manager (2021-2022), Danish Crown, Business Development Manager (2019-2020), Heineken, Project Manager (2017-2019), IBM, Senior Operation Delivery (2015-2017), INCOMA, Management Consultant (2014), OPEC, Economist (2014), NFZ (2009-2013)


  • Baton Transport A/S (2023-): Project manager responsible for planning, tracking, and reporting the progress of a five years business strategy covering the commercial, operational, and group functions pillars. SME and lead for commercial and group functions stream designing the E2E process, governance design, defining best practices, and solution research and developments. Executive secretary responsible for designing and building content (including financials and market research) for the supervisory and management board. Communication lead driving the design and content build of business materials and intranet site.

  • HSBC (2022): The design and implementation of a new target operating model for the wholesale banking segment. That includes service placement, E2E process design, change management, and the deployment of a query management tool, Ms. Dynamic. 

  • State Street (2022): Program manager for custody and middle-office led critical engagements to define the transformation roadmap, including efficiency targets and the selection of tech-solution enablers.

  • State Street (2021): PMO's change and communication strategy, leading the design and the implementation of global change management and communication methodology, toolkit, and training academy. 

  • Danish Crown (2021): Head of GBS' advisor and internal consultant for the management team driving the design and implementation of GBS' strategy (2020 - 2025), working directly with the group CFO to design GBS's future operating model (2021 - 2023). Leading transformation change and communication activities for finance, procurement, and master data, including strategy design, tool kit build-up, stakeholders analysis and engagement, training, and media materials to ensure effective and successful transformation roll-out 

  • Danish Crown (2021): The design for Finance Target Operating Model for group finance "F-TOM" that covers eight dimensions."Vision & Strategy, People & Talents, Organisation Model, Service Delivery Model, Process Automation & Controls, Data Governance, Performance Management, and Technology." 

  • Danish Crown (2019-2020): Project manager for finance global template design-to-deploy, including migrating processes from business countries to the GBS in Krakow. In 2020, I worked with business units to deliver the finance transformation phase II business case, scope, sourcing, and timeline. Consequently, I led the change and communication track for the transformation projects portfolio (Finance, Master Data, Procurement) to cushion the impact of digital transformation and transition to GBS on staff in the Business Units. Furthermore, I've designed GBS' communication and change management strategy to support the delivery of GBS' strategic goals. 

  • Heineken (2017-2019): I led one of the finance transformation projects to improve the end-2-end intercompany reconciliation process, designing and deploying a KPI dashboard. The project successfully delivered a global intracompany policy, a fully transparent, standardized process reducing associated overtime by 50%, and a road-map design for further technological enhancement. 

  • IBM (2015-2017): Leading migration project for IBM’s client Rio Tinto, delivering a new operating model, process standardization and optimization, and a technology migration project from Oracle to SAP


  • OPEC (2014):  I advised senior stakeholders such as country delegates and ministers on market conditions and assessments and translated them into strategic directions delivering analysis on the global energy market. One of the key deliverables was a market study of energy demand for the Japanese market, which was part of the prestigious OPEC's Annual Statistical Bulletin published in 2014.

  • MFZ (2009 - 2013): I advised my client on business strategy and led initiatives that have to do with growth strategy, customer strategy & proposition, business model design, business feasibility assessment, partnership assessment, and people & talent strategy. I also have worked on the target operating model, including Operating model analysis, design, implementation advisory, business optimization analysis, and cost optimization analysis.

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