Deputy CFO — Technology Finance Executive Bridge

The mandate

Technology finance is moving from retrospective reporting towards a more integrated operating decision cycle. Accounting can close the books and business partners can discuss forecasts, but the connection between controlled results, resource choices and cash commitments needs strengthening. The bridge is an executive finance assignment below the group CFO, with a defined obligation to restore that connection.

The proposed six-month term begins on 19 October 2026. Pune is the primary working location, with planned India business reviews and remote regional collaboration. A permanent deputy finance leader will be recruited concurrently, and the final month is reserved for supervised transition. Extension is possible only through a written decision specifying the remaining gap and delegated perimeter.

Handover requires a reconciled performance and cash review that executives use to make actual operating choices, together with an approved ownership map between business finance and controllership. The successor must refresh the cycle, defend its material assumptions and receive unresolved accounting or commercial matters with named owners. A polished board pack alone will not demonstrate that finance decisions have become reproducible.

The deputy may approve management forecasting standards, finance operating procedures and budgeted analytical priorities. New debt, equity commitments, statutory signatures, acquisition approval and permanent restructuring remain with the CFO or board. Expenditure outside plan above ₹30 lakh requires CFO approval. The appointment cannot use broad transformational language to bypass existing control or take over decisions whose legal delegation has not changed.

The bridge excludes commercial sales leadership, a complete finance system replacement and the assumption of group CFO responsibility. Its remit includes testing the economic basis of technology growth and making the cash consequences of operating commitments visible. It must support business leaders with clear options while maintaining a rigorous distinction between forecast improvement, recognised performance and money available to deploy.

What you will own

• Approve a performance-to-cash review that reconciles business narratives to controlled results and separates committed operating expenditure from discretionary future investment choices.
• Resolve ownership gaps between business finance and accounting, documenting which team substantiates assumptions and which authorised officer decides the resulting financial treatment.
• Set forecast confidence rules for technology revenue and resource commitments, requiring evidence when operating plans depend on uncertain demand or delivery timing.
• Challenge material operating proposals against cash capacity and contribution, presenting decision alternatives to executives rather than allowing finance review to become retrospective reporting.
• Authorize a finance issue register linking unresolved accounting, commercial and planning questions to approval limits, evidence owners and dates for executive resolution.
• Transfer the integrated review cycle to the permanent deputy through a successor-led refresh and recorded demonstration of judgement, control and escalation boundaries.

Candidate qualifications

• Demonstrate eighteen or more years in finance with actual deputy-CFO, fractional-CFO or comparable senior executive-finance responsibility in technology or related services. Show the decisions you held, the limits of your delegation and an operating intervention that changed cash or contribution. A fractional title must be supported by the substance of the work, not presumed equivalent to group CFO authority.
• Bring strong accounting and business-finance judgement connecting controlled reporting, forecasts and executive choices. Provide a case where management's performance story could not be reconciled to the books or cash, explain the evidence you tested and show how the final decision changed without compromising reporting integrity.
• Evidence leadership across planning and controllership teams, including the resolution of a contested assumption or unclear ownership. Describe how you protected independent review while creating a useful business-partner process. The appointment requires influence with operating executives as well as the discipline to retain legal, statutory and capital powers where they belong.
• Prove rapid entry into a bounded executive engagement and successful transfer to another finance leader. Present a handover artifact, the successor's reproduction test and an issue you deliberately left outside scope. Current clients, notice obligations and availability must support six months of executive coverage; broad transformation credentials alone do not establish operational readiness.

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 9 October 2026. Mandate reference PCT-INT-2026-IND-47.