Regional Vice President Business Finance — IT Account Growth Allocation

The mandate

An IT services region is creating a business-finance VP seat because account teams compete for growth resources using financial cases that cannot readily be compared. Presales effort, specialist capability investment and renewal support can be charged differently or justified by pipeline with inconsistent evidence. The region needs a senior finance partner who owns the allocation view across eight account groups. Employment is open-ended, with an eighteen-month initial agenda to establish investment and contribution discipline before continuing regional leadership through later commercial cycles.

The decision is where a marginal growth rupee has a supported economic purpose. An established account may generate reliable contribution but face a costly renewal; a new opportunity may need significant pursuit investment before the customer confirms a buying timetable. Shared specialist effort may genuinely benefit several accounts, yet cannot be counted in full as a return in each case. Sales owners provide commercial evidence and delivery owners support feasible service assumptions. Finance should compare approved investment, supported contribution and downside, distinguishing signed backlog, evidenced opportunity and speculation rather than forcing them into one revenue-confidence number.

Seventeen finance partners and analysts report through the regional VP. You decide ordinary business-finance prioritisation and investment concurrence within the approved regional envelope, require comparable assumptions and stop unsupported benefits entering the allocation recommendation. The regional president approves account pursuits and material commercial choices; global finance reserves policy changes and investment beyond delegation. Delivery management owns staffing and technical readiness, while account leaders own customer negotiations. The role does not approve contracts independently, certify software capability or turn a favourable finance ranking into a promise that the customer will buy.

The opening agenda should create an account investment ledger, renewal exposure view and allocation paper that preserve the evidence behind each choice. Pune is the hybrid base with account-team sessions and selected international customer-finance meetings. Ongoing responsibility includes developing partners who can challenge their assigned account constructively while maintaining a coherent regional comparison. Leaders should understand why they are funding a pursuit, protecting a renewal or deferring an expansion, and what evidence would change the choice. Portfolio growth should reflect deliberate financial decisions, not the ability of one account team to present the most persuasive unsupported forecast.

What you will own

• Establish comparable account-investment cases that retain pursuit, renewal and shared-capability costs, identifying the evidence and financial purpose of each proposed allocation before regional leaders compare expected returns.
• Decide ordinary investment concurrence within the approved regional envelope through supported contribution and downside, refusing to treat an unconfirmed pipeline amount as equivalent to signed backlog or accepted commercial evidence.
• Build renewal exposure analysis with account owners that separates retained base contribution from proposed expansion, showing the cost and consequence of protecting existing business before an optimistic upsell obscures the choice.
• Govern shared specialist investment attribution across account cases, preventing the same benefit from being claimed repeatedly while preserving legitimate reuse and the delivery owner's evidence for feasible deployment.
• Set allocation reappraisal conditions for changed customer timing, pursuit evidence or renewal terms, retaining the original decision so later revisions do not retrospectively make every investment appear justified.
• Develop finance partners in cross-account challenge and executive recommendation, enabling independent explanation of their own case and a consistent regional comparison without the VP personally reconstructing every growth assumption.
• Present funded account-growth alternatives to regional governance with clear commercial and operating boundaries, showing what evidence would trigger expansion, deferral or cessation while leaving customer commitments with authorised leaders.

Candidate qualifications

• Describe business-finance or FP&A responsibility in IT services, digital transformation, BPM or a comparable account-led professional business. Explain a growth investment whose apparent return changed when you examined pursuit costs, renewal exposure or unsupported pipeline. Identify your personal allocation or concurrence judgement and the evidence that changed it, rather than only reporting regional revenue performance after commercial decisions had already been made.
• Show practical comparison of several account or business investment cases with different source confidence and cost boundaries. Explain how you treated signed work, evidenced opportunity and speculation, including shared investment benefits that could otherwise be counted repeatedly. The candidate must make uncertainty actionable without assuming that a finance model proves customer demand or that every opportunity should receive the same probability simply because it appears in a commercial system.
• Establish senior finance standing through a 22–28-year career in virtual CFO work, corporate planning, commercial finance or equivalent leadership. Applied professional finance or accounting competence must support rigorous contribution and investment analysis. The regional step requires managers who report through you, executive partnership and personally exercised finance authority, with explicit preservation of the president's pursuit decision and global investment approval outside delegation.
• Demonstrate development of finance partners who challenged strong account leaders constructively and maintained decision history when the outlook changed. Secure commercial information, purposeful account-team engagement and selected international travel are required. A strong example shows a sustained allocation institution, including an investment you deferred or stopped when evidence weakened, not merely a collection of favourable recommendations designed to secure a larger growth budget.

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 8 October 2026. Mandate reference CVU-PER-2026-IND-177.