HR · Finance · Supply chain & operations

Sharayu

Pronouns: she / her

Technology leader for the systems that run people, money and materials

Sharayu leads the technology behind how organizations hire and pay their people, move their materials and account for every dollar: the HCM, ERP and supply chain platforms, the integrations between them, and the data, controls and teams that keep them trustworthy.

What the work involves Get in touch

What a business-systems technology leader does

HR, finance and supply chain are where every employee, every order and every dollar pass through. The leader who owns their technology works across the CHRO, CFO, COO and CIO, and is accountable for systems that have to be right on payday, on the shipping dock and at quarter-end.

  1. Platform strategy

    Sets the multi-year roadmap for HCM, ERP, supply chain and planning platforms, and decides what to consolidate, what to integrate and what to retire.

  2. Transformation programs

    Leads cloud implementations, migrations and M&A integrations from business case to hypercare, keeping scope, budget and cutover under control.

  3. Process design

    Owns end-to-end flows such as hire-to-retire, plan-to-deliver, procure-to-pay, order-to-cash and record-to-report, so the system reflects how the business actually runs.

  4. Integration & data

    Keeps one version of the truth for people, materials and money: worker records, item and supplier masters, cost centers and GL accounts that agree in every system.

  5. Supply chain visibility

    Gives operations a live view of demand, inventory, orders and suppliers, so disruptions are seen early and met with a plan rather than a scramble.

  6. Controls & compliance

    Builds segregation of duties, audit trails and privacy in from the start. SOX, GDPR, payroll tax and trade-compliance rules are requirements, not afterthoughts.

  7. Adoption & experience

    Makes self-service, approvals, planning and reporting simple enough that employees, managers, planners, buyers and finance teams actually use them.

  8. Vendors & partners

    Selects platforms and implementation partners, negotiates the contracts, and holds both to measurable outcomes.

  9. AI & automation

    Puts automation where it can be audited — reconciliations, invoice matching, demand forecasting, HR case triage — with human review wherever judgment matters.

Where people, materials and money meet

People and materials are the largest costs on most P&Ls, and both end up in the ledger. The strongest stacks are designed as one system with several front doors.

Three value chains, and the postings between them

People — Hire-to-retire

  1. Recruit
  2. Onboard
  3. Core HR (sends posting 2)
  4. Time & absence (sends posting 3)
  5. Payroll (sends posting 1)
  6. Talent & compensation
  7. Offboard

Materials — Plan-to-deliver

  1. Demand planning
  2. Procurement (sends posting 4)
  3. Inventory (sends posting 6)
  4. Manufacturing (receives posting 3)
  5. Warehousing (receives posting 3)
  6. Transportation (sends posting 5)
  7. Returns

Money — Record-to-report

  1. Accounts payable (receives posting 4)
  2. Accounts receivable (receives posting 5)
  3. General ledger (receives postings 1 and 6)
  4. Close & consolidation
  5. Planning & analysis (receives posting 2)
  6. Reporting

Postings between lanes

  1. People to MoneyPayroll results → GL journals: labor cost, employer taxes, accruals
  2. People to MoneyPositions & headcount → workforce plan & budget
  3. People to MaterialsLabor schedules → plant and warehouse capacity
  4. Materials to MoneyPurchase orders & receipts → three-way match in AP — procure-to-pay
  5. Materials to MoneyShipments & invoices → accounts receivable — order-to-cash
  6. Materials to MoneyInventory valuation & cost of goods sold → GL
  7. All three lanesOrg structure, sites & cost centers ↔ one shared hierarchy
Every bridge is an integration someone has to own, reconcile and audit.

The platform landscape

The market is crowded and moves quickly. The work is knowing which tool belongs where, and how they fit together.

HCM suites

  • Workday HCM
  • SAP SuccessFactors
  • Oracle Fusion Cloud HCM
  • UKG Pro
  • Dayforce
  • ADP Workforce Now

Talent & recruiting

  • Greenhouse
  • iCIMS
  • SmartRecruiters
  • Eightfold
  • Cornerstone

ERP & financials

  • SAP S/4HANA
  • Oracle Fusion Cloud ERP
  • Workday Financials
  • Oracle NetSuite
  • Microsoft Dynamics 365 Finance
  • Infor CloudSuite

Supply chain & operations

  • SAP IBP
  • Oracle Fusion Cloud SCM
  • Blue Yonder
  • Kinaxis
  • o9 Solutions
  • Manhattan Associates
  • e2open
  • Microsoft Dynamics 365 Supply Chain Management

Close, consolidation & planning

  • BlackLine
  • OneStream
  • Oracle EPM
  • Anaplan
  • Workday Adaptive Planning
  • Pigment

Procurement & spend

  • Coupa
  • SAP Ariba
  • SAP Concur

Integration & data

  • MuleSoft
  • Boomi
  • SAP Integration Suite
  • Workday Integration Cloud
  • Snowflake
  • Power BI

Product names are listed for context and belong to their owners. No affiliation or endorsement is implied.

How the work gets done

  1. Diagnose

    Map today’s processes, systems and data, and find where time, money, inventory and trust leak.

    Leaves behinda current-state map and a business case.

  2. Design

    Choose the target architecture and operating model; design processes, controls and integrations before configuration begins.

    Leaves behinda roadmap the CFO, CHRO and COO all sign.

  3. Deliver

    Run the program in phases, test with real payroll, inventory and ledger data, run payroll in parallel, and rehearse the cutover.

    Leaves behinda clean go-live.

  4. Run & improve

    Stand up support, release management and a backlog; measure outcomes and keep pace with vendor releases.

    Leaves behinda system that gets better every quarter.

Principles

  1. Payroll is a finance system that happens to be about people.

  2. Inventory is cash in another form — the ledger should always know where it is.

  3. Fix data where it is born, and the close gets faster on its own.

  4. Controls are a design input, not a go-live checklist.

  5. Adoption is the return on investment.

  6. Automate where the audit trail is clear; keep people where judgment matters.

What gets measured

Technology is judged by business outcomes. These are the numbers a business-systems technology leader watches.

People

  • Time to hire and onboard
  • Payroll accuracy and on-time rate
  • HR case resolution time

Operations

  • On-time, in-full delivery
  • Inventory turns
  • Demand forecast accuracy

Finance

  • Days to close the books
  • Cost per invoice processed
  • Financial forecast accuracy

Platform

  • Self-service adoption
  • Audit findings closed
  • Currency on vendor releases

Get in touch

Working through an HR, finance or supply chain technology decision? Sharayu is glad to compare notes.

hello@sharayu.page