rewrite this email as it is going to the CFO of the company.  I am trying to explain that our parent company is hard to collaborate with but want to be as professional as possible.  Ian,
I need your help... I am getting so frustrated with JD UK.  I cannot tell if it is the company as a whole or just ICT UK... I feel like there is a power struggle we get caught up in sometimes and I would like your assistance to see if this is a "me problem" (I know you dont like that so a US Collaboration issue or if other entities are having a problem)
Things running through my head from the Wednesday meeting... as I tried to explain on Thursday... I get so stressed because one sentence in those meetings can change my entire year... they make decisions without ever discussing with US and then just expect me to pull it off...
All JD UK does is take and never give... I have tried to collaborate and give and give and given... Ian... I am tired of giving... and scared I am going to become spiteful... even though they are creating this environment I will get in trouble... bc i admit fault, they do not.... 
Examples:Pre-meeting1. Remi slide with alot of words... I told Niyi, you know since elementary school in the US we have been taught to put less words on slides as it is distracting... Niyi reply: oh that is personal not cultural...Meaning to Chad = oh you dont know what you are talking about...(I stay quite and move on because i am trying to work together)
During meeting2.  Clearly stated we are on the second line of defence. Meaning to Chad = yeah I know... Why say it like "do you understand you are not me"(I stay quite and move on because i am trying to work together)
3. Calling out David for incorrect reporting (or calling us out always)you have seen it before when he called me out... Note I pulled my own reporting and wrote a very political email back saying maybe i'm doing it wrong... but JD UK will never admit fault or anything else because they may not understand it is rude?Meaning to Chad = They give zero Fs about us at any given moment... (stayed quite but wrote a follow up email to clarify being as nice as possible..)
4. Remi discuss we are testing in Q4... If these are my meetings why do I learn so much during these meetings... shouldn't I be educating you on where we are with the plan?Meaning to Chad = Dont care about local challenges as long as they are satisfied.(Stay quite... Why would they ask me how... they just plan on a spreadsheet as no questions and expect us to be happy... "UK Teamwork")
5. Remi stating he is happy because this shows governance... We have always been governing ourselves... but I am the one that communicated it to him... Meaning to Chad = He does not trust or respect my word.(stay quite... angry now...)
Post Meeting6. Talking to ICT (niyi) told him I have been trying to collaborate and I go 50% you go 50%... he said Brits don't do that...Mean to Chad = I am going to stop sending them any information because it's a one way street.(this makes me take it home... because I now hate an entry group of people and I have never had so much hate in my heart before... they created it but because i have the hate it feels like my fault...)
7. Rachel is schecheduling a meeting on how we want to run IT remediation... only invited jody and scheduled it for 4am... not the first time they schedule meetings outside of our workhours... Meaning to Chad = JD is the global company so they understand the global. This means they just dont respect US.
There is no one thing that frustrates me... it is the death by a thousand paper cuts of disrespect that is creating a culture my process owners and myself struggle to collaborate... in this position I have had to rally the troops more than once because of an avoidable email/conversation coming from JD UK...
I want what they want but the consent micromanaging/disrespect needs to stop or I will either not do it to be spiteful or quiet... either way leads to me not working a job a general enjoy; outside of this aspect... This is very confusing for me.
Thanks,Chad