Senior Vice President Treasury Technology Programmes — Calypso Lifecycle Integration

The mandate

Treasury technology programmes in a banking platform are replacing interfaces and extending a Calypso-centred operating environment, but releases are still planned around applications rather than the full trade lifecycle. Business teams encounter breaks only when amended trades, settlement instructions or accounting outputs cross system boundaries. The new SVP will own integration-led programme delivery across this portfolio. Open-ended employment begins with a twenty-four-month agenda to make readiness evidence and release sequencing dependable; subsequent responsibility includes ongoing demand, delivery capacity and the controlled adoption of new platform capabilities.

You will organise programmes around representative trade events from capture through amendment, confirmation, settlement and downstream reporting. The purpose is not to redesign trading strategy or determine valuation policy. Business and specialist owners supply approved rules; technology teams deliver the supported behaviour. Reconciliations must distinguish a missing event, inconsistent reference data and an authorised timing difference. A programme that reconciles only original trade capture can conceal consequential failures when an obligation changes after initial booking or crosses an entity and operating-day boundary.

The SVP leads 110 programme, analysis and quality colleagues and coordinates engineering dependencies through agreed delivery commitments. You determine integrated plans, functional-review capacity and programme readiness recommendations. Engineering owns architecture and production implementation; treasury operations accepts operational behaviour; finance and risk approve their respective outputs. The investment committee authorises material funding and scope changes. You may stop a programme from presenting incomplete readiness evidence as a release recommendation, but production change approval remains with the established authority and does not arise from the seniority of this programme seat.

The opening agenda should leave a lifecycle test catalogue, reconciled cutover evidence and clear operating ownership for residual breaks. Later releases will reuse and extend that foundation rather than assemble a new assurance method each time. Bengaluru is the programme base, with protected overlap for London and Singapore and planned workshops around major transitions. The enduring appointment includes developing programme directors who can explain dependency risk in business terms and challenge optimistic completion claims without taking over treasury's decisions on market exposure, liquidity or counterparties.

What you will own

• Establish the treasury lifecycle dependency map using representative trade events and downstream obligations, identifying where application-level completion does not yet demonstrate business readiness across the approved operating perimeter.
• Decide integrated programme sequencing around reference data, event propagation and reconciliations, exposing which releases must remain linked and which can safely proceed without a common cutover window.
• Set functional-review capacity and business acceptance routes with treasury operations, finance and risk owners, retaining their approved rules rather than asking generic programme managers to infer professional treatments.
• Build the lifecycle test catalogue with amended, cancelled and partially settled cases, requiring expected outcomes and accountable reviewers so successful original booking cannot conceal failure in subsequent events.
• Review cutover evidence against migration controls and operating-day requirements, distinguishing explainable timing items from unresolved population or event differences that make a readiness recommendation unreliable.
• Present programme options to the investment committee with dependency, capacity and residual-break consequences, recommending scope or timing changes where the original delivery plan no longer offers a controlled transition.
• Develop programme directors through cross-functional readiness reviews, delegating integrated planning while retaining senior challenge over unsupported assumptions and materially inconsistent acceptance evidence between business owners.

Candidate qualifications

• Show treasury technology delivery experience in which a lifecycle event exposed a failure beyond the application where the trade originated. Explain the business consequence, the interface or reference-data dependency and the readiness test you established. Calypso programme or functional-delivery exposure is expected; the required contribution is informed integration leadership rather than a claim to own pricing models or trading decisions.
• Bring a 22–28-year financial-services technology career with substantial VP or multi-programme accountability. Establish the directors and functional specialists you led, competing commitments you resolved and business acceptance you secured. Project-management qualifications are useful when supported by difficult delivery decisions; the seat needs someone who can challenge a plan's logic rather than only consolidate schedules and status presentations.
• Demonstrate reconciliation and cutover methods that preserve population, event and operating-day evidence. You must distinguish an approved timing difference from a lost amendment or mismatched downstream obligation and know when finance, risk or operations must decide the treatment. Experience should include testing changed or reversed trades, not solely happy-path capture and a technology checklist that never reaches the business outcome.
• Evidence calm leadership across treasury stakeholders and engineering teams under release pressure. Describe an integration dependency that required you to alter scope or timing, how you recorded the disagreement and how managers maintained the corrected plan. Secure handling of sensitive trade information and clear respect for production approval, risk policy and treasury decision rights are essential to sustained programme credibility.

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 13 October 2026. Mandate reference CVU-PER-2026-IND-134.