EVP – Customer Operations — Engineering Centre

The mandate

The board has concluded that incremental adjustment will not resolve customer operations fragmented across channels and markets within a institutionally backed multinational global-capability-centre network. The immediate arena is the engineering centre during a leadership succession. For mandate 231, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Customer Operations operating perimeter covers approximately HUF 4,050 million in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The EVP – Customer Operations Global Capability Centres remit carries direct influence over roughly 1,625 colleagues and third-party capacity.

The board and its investment committee want a EVP – Customer Operations who can convert ambiguity into a short list of explicit choices for the engineering centre. The EVP – Customer Operations Global Capability Centres seat must resolve a leadership succession, while preserving the underlying strengths of the engineering centre. For mandate 231, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Customer Operations’s first year on the engineering centre is expected to end with service consistency, lower failure demand and improved retention. In mandate 231, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the EVP – Customer Operations — Engineering Centre seat. The incumbent continues to lead the engineering centre through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a leadership succession is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the EVP – Customer Operations value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately HUF 4,050 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Customer Operations Global Capability Centres organisation of about 1,625 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a leadership succession, with EVP – Customer Operations-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Customer Operations operating review across commercial, customer, financial, people, technology and risk outcomes for the engineering centre; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 231.
• Build the EVP – Customer Operations’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre baseline, meet the 30 stakeholders most consequential to customer operations fragmented across channels and markets, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Customer Operations portfolio and organisation choices for the engineering centre, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable engineering centre trend against service consistency, lower failure demand and improved retention, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Customer Operations’s agreed first-year engineering centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Customer Operations forecast that remains decision-useful across three consecutive quarters and reconciles the engineering centre’s operating, cash, customer and people assumptions.
• Closure of the EVP – Customer Operations mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre talent and ready-now successors for at least 70% of the EVP – Customer Operations’s direct reports.
• A quantified EVP – Customer Operations-owned improvement in the engineering centre operating constraint behind a leadership succession, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 231: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Customer Operations, Service COO or Customer Experience Head in a institutionally backed Global Capability Centres or adjacent enterprise. In relation to the engineering centre, your EVP – Customer Operations track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this EVP – Customer Operations brief.

As a EVP – Customer Operations candidate, you bring 22–28 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of HUF 2,350 million and led an organisation of at least 1,150 people.

For mandate 231, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a leadership succession. As the prospective EVP – Customer Operations for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 231 must distinguish your contribution from the institution around you.

The EVP – Customer Operations must be based in Budapest; international relocation is supported, but this Global Capability Centres role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of EVP Customer Operations, Service COO or Customer Experience Head, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven EVP – Customer Operations ownership of at least HUF 2,350 million and leadership of no fewer than 1,150 employees in a comparable engineering centre context.
• One completed Global Capability Centres or adjacent-sector example of customer operations fragmented across channels and markets with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks EVP – Customer Operations-level engineering centre consequences will not meet the bar.
• Willingness to meet the Budapest location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 231.

Compensation and terms

The anticipated EVP – Customer Operations package is HUF 95–130 million base + annual incentive, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 231 follows standard vesting and performance conditions. The EVP – Customer Operations appointment in Budapest, centred on the engineering centre, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 231.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 231. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 231.