Global Finance-Service Migration and TOM Acceptance Consultant

The mandate

The problem is a proposed service migration whose organisation design, control responsibilities and acceptance gates are not joined into one executable operating model. The consultant will deliver a Finance-Service Migration and TOM Acceptance Playbook for agreed manufacturing and engineering-project processes. It must specify who does the work, who decides judgement and what evidence makes a wave ready to transfer.

The nine-month project begins on 19 October 2026 at four days weekly in Noida, with planned India service and retained-team workshops and remote global process reviews. Deliverables include the target organisation, role and control matrix, wave plan, knowledge-transfer protocol and pilot acceptance record. This is a design-and-test engagement, not a temporary appointment to run the completed service organisation.

Milestone one on 18 January 2027 supplies an accepted current-state and service-scope baseline with organisation alternatives. Milestone two, due 18 April 2027, delivers the approved TOM, migration gates and tested knowledge-transfer materials for the selected wave. Milestone three on 18 July 2027 contains pilot transition evidence, corrected service controls and a retained-owner replay of wave acceptance and exception handling.

The GBS sponsor and retained-finance lead jointly accept each milestone. The model must assign every agreed activity and control decision, reconcile capacity to observed workload and demonstrate that trained users can perform the selected processes with approved quality evidence. Unresolved policy or statutory issues cannot be counted as migrated simply because a workflow is technically available. Final acceptance includes explicit ownership of residual transition conditions.

The sponsor provides process access, workload records, existing SOWs and reviewers authorised to decide scope and finance responsibility. The consultant does not choose a service provider, implement a new platform or take statutory and accounting-policy authority. Additional waves, entities or staffing execution require approved change control. Closure follows accepted design and pilot transfer rather than the indefinite completion of every future migration.

What you will own

• Observe current process and retained-team work, building a baseline that captures judgement, exception effort and control evidence rather than only transaction volumes.
• Develop organisation alternatives with role boundaries and capacity implications, making the decision about centralisation distinct from the choice of software or supplier.
• Construct the activity and control matrix so service execution, retained accounting judgement and statutory sign-off have unambiguous owners across the agreed migration wave.
• Design knowledge-transfer tests and readiness gates that require demonstrated user capability and approved evidence before work is classified as successfully transitioned.
• Pilot the selected wave, recording quality, service and retained-effort outcomes and correcting operating-model assumptions that fail under actual exception demand.
• Transfer the playbook and wave-acceptance method through retained-owner replay, documenting residual issues and changes requiring a new sponsor decision rather than consultant discretion.

Candidate qualifications

• Show twenty-two or more years in finance services or GBS transformation with substantive functional leadership and operating-model delivery. Present a migration playbook you personally designed, the organisation choice it supported and the acceptance evidence used. Programme coordination alone does not establish the design and control depth required.
• Demonstrate practical manufacturing or engineering-project finance-service knowledge, including the boundary between repeatable processing and retained judgement. Explain a control or responsibility that could not safely move under the original proposal and how your TOM preserved accountability without blocking sensible standardisation.
• Bring workload, capacity and transition-readiness analysis supported by tested artifacts. Describe how exception effort or incomplete knowledge transfer changed the wave plan, and show the quality criteria that made acceptance meaningful. Six Sigma and change-management experience should be evidenced through adopted workflows and measured service results.
• Prove fixed-fee delivery with sponsor decisions, controlled scope and retained-user transfer across locations. Explain handling of new-wave requests, disputed responsibilities and incomplete inputs without weakening gates or becoming the permanent service operator. The role requires clear organisation writing and practical pilot discipline, not authority to hire the target team or issue statutory opinions.

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 7 October 2026. Mandate reference PCT-CON-2026-IND-51.