Workforce Planning Across
Three Continents — With Local Control Intact
A global aerospace organization needed each of its regional sites to run as its own operation — while still rolling up to one parent view leadership could trust. We were honored to help shape what that looked like.
Global Reach. Local Realities. One Parent View.
A global aerospace organization with operations across the US, Europe, and India was navigating a problem familiar to many international enterprises — how to give each regional site the autonomy it needs to operate effectively, while still giving the parent organization the consolidated view it needs to lead.
Each site had its own currency, its own workforce structure, its own product mix, and its own way of forecasting demand. Spreadsheets bridged the gaps. Consolidation happened late. Leadership saw the consolidated number, but rarely with the context behind it. The business needed something better — and it needed to work across three continents at once.
"The right answer wasn't a single global system that flattened every region. It was an architecture that let each site stay itself — and still added up cleanly to the whole."
Design for Independence. Build for Consolidation.
The work began with the regional teams. Sitting with Finance and Operations in each location, understanding how each site actually planned its workforce, forecasted its demand, and tracked its commercial and government sector work. Architecture decisions were made only after each region had been heard.
The chosen path: an Oracle OAC Essbase and ePBCS Workforce environment built to support each site as its own operation — and structured so the parent could consolidate without losing the regional detail beneath it.
- Architected a global OAC Essbase and ePBCS Workforce environment supporting US, Europe, and India
- Designed each site to operate independently — multi-currency, multi-entity, multi-product
- Built item-level demand planning with consensus forecasting across commercial and government sectors
- Structured consolidation so the parent view preserved regional context, not just regional totals
- Worked closely with each regional Finance team so the architecture reflected how each site actually operates
Every decision was tested against a simple standard — does this still work for the team in India? In the UK? In the US? If the answer wasn't yes for all three, the design wasn't finished.
One Architecture, Three Regions, Many Currencies
From Regional Spreadsheets to a Global Architecture
Independence, Preserved. Consolidation, Achieved.
Each regional team continued operating the way that worked for them — in their own currency, with their own product mix, with their own way of forecasting demand. None of that changed. What changed was the parent view above them. For the first time, leadership could see the whole organization without losing the texture of any one region.
"Regional independence and parent consolidation are usually treated as a trade-off. The right architecture makes them the same goal."
Item-level demand planning gave each site the detail it needed. Consensus forecasting across commercial and government sectors gave the parent a view it could lead from. The architecture was finished, the teams carried it forward — and the conversations between regions and headquarters started to sound different.
We're grateful for the trust each regional team placed in us — and for the chance to help build something that respected the way they already worked.