Group Chief Delivery Officer — Finance Services Account Portfolio

The mandate

Finance-service accounts have grown through successful individual relationships, but group performance now depends on decisions no account leader can make alone. Several contracts compete for experienced finance professionals at close peaks, and local recovery actions consume capacity promised elsewhere. The group is establishing a chief delivery office with an enterprise portfolio remit. This is open-ended employment, beginning with a twenty-four-month agenda to establish account commitments, capacity decisions and an enduring leadership system across approximately 650 service professionals.

The central responsibility is choosing how the group honours its accepted work profitably and reliably. A low-cost account may require expensive senior intervention when an exception reaches the customer; a seemingly attractive expansion may lock scarce capability into one contract at the expense of another. You will join staffing economics to service obligations without treating every labour hour as interchangeable. Customer-owned accounting judgements and sign-offs remain with the authorised customer professionals. The delivery group owns its service evidence, contracted processing and escalation, not an implied statutory responsibility for the customer's financial statements.

Six account leaders report into the group chief delivery officer. You decide portfolio staffing allocations, approve delivery readiness within established commercial terms and hold leaders accountable for service recovery and account contribution. The chief executive reserves major contract concessions and strategic entry decisions; the board reserves acquisitions and material capital. Sales cannot promise unsupported delivery capacity without your concurrence. The remit includes stable delivery and commercially informed account choices, while legal contract interpretation, external audit opinions and customer policy decisions remain with their designated owners.

Bengaluru is the base, with regular engagement across Pune and Chennai and planned overseas account-governance visits. The opening agenda must produce a decision-ready account portfolio: known service obligations, credible capability demand, explicit recovery costs and deputies who can manage peaks without escalating every allocation to the chief. Over time, the institution should identify expansion that the group can genuinely support and challenge work whose price or promised conditions are incompatible with sustainable delivery. Reliable account growth, rather than utilisation alone, is the operating outcome.

What you will own

• Decide shared capability allocation across account commitments using contract obligations and peak-demand evidence, making the cost and service consequences of protecting one programme at another's expense explicit.
• Establish account contribution bridges that retain recovery intervention and senior support costs, challenging apparently profitable delivery when recurring exceptions consume resources outside the account's reported staffing baseline.
• Approve delivery readiness for expansion within established terms, requiring capability, supervisory coverage and escalation evidence before sales commits to volumes or timelines the operating group cannot reliably sustain.
• Set portfolio service-recovery priorities through accountable account leaders, distinguishing urgent customer protection from permanent additions to an already weak commercial or process arrangement.
• Shape contract change discussions with the chief executive and sales team by documenting changed work conditions, separating genuine service efficiency from uncompensated scope growth disguised as routine customer responsiveness.
• Build the group delivery leadership bench with explicit authority over normal staffing and issue resolution, testing whether account deputies can manage a close peak without concealing cross-portfolio resource borrowing.
• Present portfolio operating choices through contract-linked economics and service evidence, showing executives where to expand, repair, reprice or decline work while leaving reserved commercial concessions for the appropriate decision makers.

Candidate qualifications

• Evidence chief-delivery, senior operating or comparable executive responsibility for several finance-service accounts, including a portfolio allocation decision that improved the group result rather than only one programme. Explain the capability constraint, customer commitment and cost trade-off you personally decided. Leadership proof should show the consequence of your decision and how you prevented a local success from becoming an unreported problem elsewhere.
• Bring 18–22 years across finance operations, business services or finance leadership, with strong applied accounting foundations through FCA, ACA or comparable professional qualifications. You must understand processing accountability and the boundary of customer-owned financial judgement. Demonstrate enough technical fluency to challenge service evidence and staffing assumptions directly, while organising appropriate professional escalation for matters outside an outsourcing delivery team's authority.
• Show account economics that included rework, expert intervention or peak-cover costs missing from the headline margin. Describe how that evidence changed an expansion, staffing or contract-change discussion. Long-range planning and P&L experience must be visible in material operating choices, not only budget ownership. The seat needs an executive who can negotiate constructive commercial realism while maintaining the team's commitment to customer continuity.
• Demonstrate development of account leaders and deputies at a credible multi-location scale. Explain how you delegated routine authority, detected concealed resource transfers and resolved conflicting delivery priorities. Regular site engagement and overseas governance meetings require clear communication, secure customer information handling and reliable follow-through. An enduring group office must build decision capacity underneath the chief rather than centralise every difficult judgement in one executive.

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 12 October 2026. Mandate reference CVU-PER-2026-IND-149.