Divisional Chief Financial Officer — Equipment Lifecycle Services

The mandate

An equipment services division earns revenue from maintenance, refurbishment and lifecycle support, but financial decisions still follow the initial customer contract more closely than the asset's subsequent use. Longer commitments create different patterns of parts consumption, workshop capacity and capital recovery. The division is establishing its own CFO seat to make those patterns accountable at executive level. Employment is open-ended, with a twenty-four-month opening agenda to build dependable divisional reporting and a contract-informed capital framework.

You will connect the economic promise of a service contract to the actual equipment population and approved maintenance obligations. A fixed-fee agreement can be attractive at normal utilisation yet consume substantial parts and depot capacity under a different duty cycle. Refurbishment may extend earning life but tie up cash while the unit is unavailable. Technical leaders determine condition, safe life and required work. Finance evaluates the financial consequences from that evidence, avoiding both optimistic residual-value assumptions and unnecessarily conservative decisions that discard economically useful equipment without a sound operating reason.

Twenty-four finance and analysis colleagues support the division. The divisional CFO sets financial reporting discipline, approves finance concurrence on lifecycle offers and controls working-capital use inside the endorsed plan. The managing director owns operating strategy, with the group CFO retaining funding policy and consolidated accounting oversight. Material asset investment, financing and commitments above divisional limits require group approval. Engineering certification, workshop scheduling and statutory professional opinions remain with authorised owners. The remit does not confer enterprise-wide treasury or independent authority to dispose of strategic assets outside approved delegations.

The first agenda should establish credible contract margins, invested-capital recovery and decisions about refurbishment versus replacement that directors can interrogate. Pune is the base, with regular depot and facility exposure so assumptions about parts, downtime and recovery reflect the operating evidence. Continuing responsibility includes developing financial partners who can challenge service offers before signature and maintain clarity when asset conditions change. A useful CFO office should show the division how to earn sustainable service returns, not only explain a provision after the agreed fee has already failed to cover the obligation.

What you will own

• Establish contract-level lifecycle economics from approved equipment populations, maintenance obligations and actual resource consumption, identifying where a fixed-fee offer assumes a duty cycle the records do not support.
• Decide financial concurrence for refurbishment and replacement proposals using cash timing, available earning life and downtime evidence, preserving technical owners' authority to determine safe or acceptable asset use.
• Set divisional working-capital priorities across parts commitments, customer collections and workshop-funded work, making the financial consequence of delayed refurbishment or service delivery explicit in the operating plan.
• Build reporting bridges between contract margin, equipment investment and cash recovery, explaining why a profitable service period may still consume capital that the next customer commitment cannot presently fund.
• Shape new lifecycle offers with commercial and engineering leaders through documented downside conditions, requiring a financial response when utilisation, parts consumption or continuing obligations change materially.
• Present material asset and contract choices to group governance with reconciled evidence, differentiating divisional decisions from reserved funding, strategic disposal and accounting-policy approvals.
• Develop finance partners and a divisional controller who can sustain contract reviews and close integrity, moving routine evidence challenge closer to depots while retaining CFO judgement for material lifecycle uncertainty.

Candidate qualifications

• Demonstrate senior finance and P&L judgement in heavy equipment, service operations or a comparable asset-linked business. Describe a maintenance, refurbishment or replacement decision in which the contract margin alone gave the wrong answer. Explain the operational evidence you used, the capital or cash consequence and the decision you changed while leaving technical suitability with the qualified owner.
• Bring 18–22 years combining finance leadership, business planning and operating exposure, supported by FCA, ACA or equivalent recognised accounting competence. A management qualification or substantial executive practice should be evident in your ability to work with divisional leaders. You must be able to own a bounded finance organisation and explain its reporting and control decisions without assuming that divisional CFO authority replaces group funding or accounting governance.
• Show long-range planning that treated asset condition, downtime and residual recovery as testable assumptions rather than convenient balancing figures. The evidence should include a downside case that altered investment or commercial terms and a follow-up review using subsequent operating facts. Strong analytical work must translate into decisions about commitments and resources, not remain a technically elaborate model disconnected from depot or customer reality.
• Evidence development of finance colleagues who could engage technical and commercial teams independently. Regular facility visits, precise information handling and constructive challenge are necessary to this divisional role. Demonstrate how you resolved a disagreement about service economics, recorded the remaining uncertainty and kept reporting dependable while the operating condition changed. The institution should become useful before contract signature and remain reliable through the entire lifecycle obligation.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 14 October 2026. Mandate reference CVU-PER-2026-IND-151.