Group Chief Financial Officer — Enterprise-Software Suite

The mandate

A recent strategy review exposed capital structure redesign ahead of the next investment cycle within a privately held enterprise technology and digital-products group. The immediate arena is the enterprise-software suite during a platform reliability gap. For mandate 102, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Group Chief Financial Officer operating perimeter covers approximately ₹1,600 crore in annual recurring revenue portfolio, with activity spanning several enterprise-software suite customer, product and delivery clusters rather than a single asset. The Group Chief Financial Officer Technology remit carries direct influence over roughly 500 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Group Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the enterprise-software suite. The Group Chief Financial Officer Technology seat must resolve a platform reliability gap, while preserving the underlying strengths of the enterprise-software suite. For mandate 102, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Group Chief Financial Officer’s first year on the enterprise-software suite is expected to end with forecast integrity, funding headroom and board-grade controls. In mandate 102, 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 Group Chief Financial Officer — Enterprise-Software Suite seat. The incumbent continues to lead the enterprise-software suite 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 platform reliability gap 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 Group Chief Financial Officer value-creation thesis for the enterprise-software suite, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹1,600 crore in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Group Chief Financial Officer Technology organisation of about 500 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-software suite economics and execution constraints created by a platform reliability gap, with Group Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Group Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-software suite; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 102.
• Build the Group Chief Financial Officer’s three-year succession and capability plan for the enterprise-software suite, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the enterprise-software suite baseline, meet the 30 stakeholders most consequential to capital structure redesign ahead of the next investment cycle, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Group Chief Financial Officer portfolio and organisation choices for the enterprise-software suite, 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 enterprise-software suite trend against forecast integrity, funding headroom and board-grade controls, 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 Group Chief Financial Officer’s agreed first-year enterprise-software suite value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Group Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-software suite’s operating, cash, customer and people assumptions.
• Closure of the Group Chief Financial Officer mandate’s highest-priority enterprise-software suite risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-software suite talent and ready-now successors for at least 70% of the Group Chief Financial Officer’s direct reports.
• A quantified Group Chief Financial Officer-owned improvement in the enterprise-software suite operating constraint behind a platform reliability gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 102: 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 Group CFO, listed-company CFO or Divisional CFO in a privately held Technology or adjacent enterprise. In relation to the enterprise-software suite, your Group Chief Financial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from software, cloud services, digital platforms, IT services or technology-enabled business services will be considered where the operating model, customer stakes and governance intensity match this Group Chief Financial Officer brief.

As a Group Chief Financial Officer candidate, you bring 22–28 years of progressive Technology 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 ₹950 crore and led an organisation of at least 350 people.

For mandate 102, the board wants two transitions: a difficult enterprise-software suite portfolio choice and a leadership-system change during a platform reliability gap. As the prospective Group Chief Financial Officer for this enterprise-software suite, you must challenge optimistic cases and still create followership. References for mandate 102 must distinguish your contribution from the institution around you.

The Group Chief Financial Officer role in Technology is based in Hyderabad; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Group CFO, listed-company CFO or Divisional CFO, with direct exposure to a board, investment committee or equivalent Technology governance forum.
• Proven Group Chief Financial Officer ownership of at least ₹950 crore and leadership of no fewer than 350 employees in a comparable enterprise-software suite context.
• One completed Technology or adjacent-sector example of capital structure redesign ahead of the next investment cycle with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks Group Chief Financial Officer-level enterprise-software suite consequences will not meet the bar.
• Willingness to meet the Hyderabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 102.

Compensation and terms

The anticipated Group Chief Financial Officer package is ₹3.2–4.6 crore fixed + performance variable and LTI, calibrated to the final enterprise-software suite scope and the candidate’s current mix. Any long-term participation for mandate 102 follows standard vesting and performance conditions. The Group Chief Financial Officer appointment in Hyderabad, centred on the enterprise-software suite, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 102.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 102. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 102.