COO – Regional Operations — Finance-Services Hub

The mandate

A Mexico City finance-services hub is preparing a regional chargeback to replace negotiated allocations across accounts payable, close support, planning, tax operations and reporting. Current operational data can show transactions and headcount but not the effort consumed by exceptions, local requirements and poor inputs. If pricing is implemented first, customers will contest the bill while teams continue absorbing unmanaged work. The board has approved a new regional COO to redesign operations and economics together.

The role covers approximately 1,450 employees and material partners and annual services expenditure near MX$9.6 billion. The COO owns service performance, process design, demand and capacity, quality, vendors, operational incidents and regional customer governance. Finance sets charging policy and process owners hold control accountability. This executive must create the operational truth on which both rely.

The work spans markets with different statutory calendars and maturity. Standardisation should remove avoidable variation, not override a valid tax or legal-entity requirement. The COO will make exceptions visible, identify their owner and test whether service tier, local execution or process change is the right response.

Capacity must be treated honestly. Some finance work is seasonal, retained readiness has value and training consumes productive time. Unit costs should distinguish those facts from rework or unowned demand, allowing regional CFOs to choose responsibly instead of receiving a false flat price.

Regional service design must account for currency, language and time-zone consequences. A process that appears standard may require different cut-offs, local-language evidence or additional review when source and reporting currencies diverge. The COO will ensure these features are recorded as deliberate service attributes rather than hidden effort. Where the hub provides follow-the-sun support, hand-offs must carry clear ownership and measurable delay so cost is not reduced by shifting unresolved work between teams.

Customer acceptance will be tested during an actual peak cycle before revised staffing or service pricing is considered stable.

The findings will inform the next regional rollout sequence.

Why this seat is open

This is planned new hiring approved before chargeback implementation, with no predecessor. A four-to-six-month search allows candidates to be assessed for both finance operations and commercial discipline. Current service leaders retain line authority until the COO joins; the charging team will not finalise operational assumptions without the appointee’s review.

What you will own

• Define the service catalogue, inputs, outcomes, controls and accountable customer for each material finance service.
• Map cost and capacity drivers across volume, complexity, peaks, rework, retained readiness and local variation.
• Remove outputs and exceptions whose user, purpose or control requirement cannot be evidenced.
• Establish demand forecasts co-owned by regional CFOs and service leaders.
• Reorganise operations around end-to-end service accountability and clear escalation.
• Sequence automation and process change around close and statutory risk.
• Govern vendors against first-time-right quality, proficiency and sustainable capacity.
• Provide finance with traceable operational evidence for chargeback and investment decisions.

The first 12 months

The first 90 days will deliver validated service and cost-driver baselines for the five largest operations. The COO will protect critical reporting periods, identify immediate demand removal and agree principles for valid local exceptions. No workforce action will be justified solely by preliminary allocations.

By month eight, two service families should operate redesigned demand, workflow and performance under pilot charging. Regional customers will see how their choices alter cost. At least three unowned outputs or variants should stop, with capacity redeployed or removed and employee processes completed appropriately.

At year-end, 80% of cost should trace to approved services and drivers, disputed charges should fall by 50% and pilot productivity should improve by 12%. Demand forecast variance should remain within 8% for two quarters, while close timeliness, statutory support and control quality remain at or above baseline.

What the board will measure

• Service economics accepted because operations and demand actually changed.
• Capacity released from removed work, not theoretical time savings.
• Protection of close, statutory and control obligations during redesign.
• Regional customer ownership of forecasts, inputs and exceptions.
• Leadership depth across process, service and operational-performance roles.

The person

You are a Regional COO, finance-operations executive or global process leader who has linked chargeback with service redesign. You can distinguish legitimate regulatory variation from convenient customisation and have operated through immovable reporting calendars. Relevant backgrounds include finance hubs, banking operations and multinational business services.

You bring 22–28 years of experience and have controlled at least MX$5.5 billion while leading 1,000 employees or more. The committee will examine a service you stopped, a cost driver that changed customer behaviour and a transformation you resequenced to protect close.

The appointment is onsite in Mexico City with regional travel.

Compensation and terms

Base compensation is MX$9–12.5 million plus annual incentive and long-term incentives. Objectives will combine service performance, accepted economics, real capacity, control and succession. Cost transfer is not productivity. Final terms depend on current mix and relevant scale, with customary long-term performance and risk provisions.

Confidentiality

The served markets, finance services, allocations and parent identity are confidential. Detailed operating information follows qualification and a signed undertaking. Applicants must not use the Mexico City location or rounded scope to identify the enterprise.