Joseph Schulz

Across industries, including many top chemical manufacturers, we’re seeing AI and automation tied directly to large-scale organizational change. In some cases, that’s meant workforce reduction. In others, it’s meant a fundamental rethinking of how work gets done. 💡At Palmer Holland, our strategy is intentionally different. We’re focused on using AI to make our team better, not smaller. Yes, there are areas where smarter systems may allow us to defer incremental headcount. But the real objective is to enable our people to work faster, think more clearly, and deliver better value to our customers and principals. It leads me to a broader question for leaders across industries: ❓How do we harness technology to improve performance without destabilizing the people and culture that make execution possible? #DigitalTransformation #AIinChemicals #OrganizationalCulture

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It’s a momentous day for two iconic industry leaders. AkzoNobel and Axalta have agreed to combine in a merger of equals to create a world-leading coatings company. Together, we’ll be able to better serve customers across key end markets and enhance value for all our stakeholders. Read the full story: https://lnkd.in/eskF-pac

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In my 22‑year journey as a finance and transformation leader, one belief has consistently proven true: the way an organization designs its operating model determines the way it grows. Stepping into the Shared Services ecosystem reinforced this belief even more deeply. Today, a modern Shared Services Center (SSC) is no longer a back‑office—it's a strategic enabler that directly influences speed, scalability, resilience, and enterprise value. And leading this transformation has been one of the most purposeful experiences of my career. What SSCs Must Deliver and priorities: ✔️ Standardized, frictionless processes ✔️ Intelligent automation at scale ✔️ Predictive insights, not just reports ✔️ Governance that strengthens enterprise trust ✔️ Talent capable of driving continuous improvement ✨ What Inspires Me Every Day In an SSC, you don’t just streamline workflows—you shape possibilities. You don’t just drive efficiency—you drive excellence. You don’t just run operations—you lay the foundation for the future. Over the years, I’ve realized that an SSC achieves these outcomes not through tools alone, but through leadership clarity and cultural alignment. My Leadership Learnings That Truly Move the Needle 📌 Transformation is a mindset shift, not a project. An SSC becomes strategic when teams internalize why change matters—not just how to implement it. 📌 Digital acceleration works only when built on strong process discipline. Technology amplifies excellence; it also amplifies inefficiency. Strong processes are non‑negotiable. 📌 Data is most powerful when translated into decisions. Dashboards are useful. Decision intelligence is valuable. Predictive insights are game‑changing. 📌 People are the foundation of operational resilience. The maturity of an SSC is directly proportional to the maturity of its leadership and capability frameworks. The SSC of the future is a: 🚀 Digital capability center 🚀 Analytics powerhouse 🚀 Process governance anchor 🚀 Scalable platform for growth 🚀 Talent accelerator for the entire enterprise This evolution excites me, because it transforms the SSC from a cost‑center into a value multiplier—supporting every function, every market, and every stage of growth. My Purpose Going Forward To build an SSC ecosystem that: • Aligns directly with enterprise strategy • Enables leaders with insights, not information • Delivers reliability at scale • Develops future-ready talent • Creates measurable impact across the value chain In today’s era of rapid transformation, Shared Services is not just an operational engine—it's a strategic lever for competitive advantage. #CXOLeadership #SharedServices #EnterpriseTransformation #OperatingModelExcellence #Scalability #DigitalFinance #Leadership

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Good to know about origin of word "salary" The word "salary" comes from the Latin word salarium, meaning "salt money," stemming from sal (salt), because Roman soldiers sometimes received an allowance to buy salt, a vital commodity for seasoning and preservation, leading to the phrase "worth one's salt". This allowance, paid in coin, eventually became a general term for regular pay, evolving from the Middle English salarie. Key Points: • Latin Root: Salarium (salt money) from sal (salt). • Roman Practice: Soldiers received funds to purchase salt, an essential item, as part of their pay. • Evolution: The payment for salt grew into a general term for fixed wages or stipends.

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PPG is investing $380 million to build a new aerospace coatings and sealants manufacturing facility in Shelby, N.C., highlighting the company's commitment to meeting the growing demands of the aerospace industry. Members of PPG's leadership team, along with employees and government officials in North Carolina, gathered to announce the investment, which will enhance production capabilities and create more than 110 jobs in the region. "We look forward to expanding our aerospace manufacturing footprint with this new facility," said Sam Millikin, PPG's vice president, global aerospace. "This investment not only underscores our commitment to the aerospace industry and providing high-quality products, but also positions us to respond more effectively to growing market needs. The Shelby, N.C., location will play a crucial role in enhancing our operational efficiency and supporting our customers. We appreciate our continued partnership with Governor Stein, local, state, and federal representatives, and the Shelby community as we increase our production capabilities in this region.” With construction expected to be completed in the first half of 2027, the 198,000-square-foot facility will help improve service levels for customers. It will also help embody PPG's purpose to protect and beautify the world, while contributing to the growth and innovation of the aerospace industry. #PPGproud #ProtectandBeautify #Aerospace #Innovation #Manufacturing

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They came for the mission, but left for the money 💸💵💰 A really interesting piece of our most recent Take Charge podcast discussion with Wendy Papakostandini and Andrew Weng, as we decode their Battery Talent Census, with more to come later in the year. Historically, the number 1 reason people decide to join a new business is for the sense of 'growth and progression', which can mean different things to different people (title, bigger or even smaller team, company, technology, manager etc). The full episode will be released on Tuesday 27th May 🙌 What do you think, agree or disagree with my hypothesis as to why? Volta Foundation

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At NACD’s Director’s Summit last week, I discussed my favorite topic: “The Four Habits of a Highly Effective Board,” which enable private companies to achieve enduring business success through outstanding governance. The Four Habits are: ● Directors actively coach their CEO, supporting their continued growth as strong, capable leaders while maintaining an eventual succession plan. ● Directors challenge each other and management in a supportive, collegial way, persistently sharpening strategy to create long-term value. ● Directors understand the firm’s financial foundation and risks, uncover blind spots and latent issues, and develop effective mitigation strategies. ● Directors cultivate shareholder relationships, clearly communicate company progress and identify concerns appropriate for Board consideration. A Board that cultivates these habits enables their firm to grow long-term shareholder value. It was a pleasure participating in this Summit panel discussion on Private Company Boards with my excellent co-panelist Mary Lee Schneider and expert moderator Avril Ussery Sisk NACD.DC.  I loved the energy in the room and great questions from our audience. #NACDSummit2025 #privatecompanygovernance

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A decade ago, enterprise software was sold as perpetual licenses with AMC. Capex-heavy, but predictable. Today, everything is SaaS and PaaS. Infrastructure, security, and upgrades are simplified—but the cost model has shifted decisively to OPEX. The unintended consequence? 📈 Rising, inflexible recurring spend that directly impacts P&L. SaaS solved operational complexity. It did not solve cost sustainability. This raises a fundamental question: Do we need a new licensing and cost governance model? I believe we do. What progressive enterprises are moving toward: • Outcome- or value-based pricing • Consumption models with clear financial guardrails • Platform + modular licensing instead of blanket subscriptions • Hybrid ownership of core data and IP • SaaS FinOps / LicenseOps to link renewals with realized value The strategic shift is clear: From paying for licenses → paying for outcomes From IT spend → digital investment discipline SaaS is here to stay. But how we buy, govern, and justify it must evolve. #CIO #DigitalStrategy #SaaS #ITLeadership #FinOps #EnterpriseIT #CostManagement #ShiftByAnkit

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