Chief Enterprise Services Officer — Food and Facilities Platforms

The mandate

A food and facilities platform operates many customer sites whose procurement, consumption and service records feed central billing and finance. Local teams have developed different ways to compensate for incomplete data, so apparently efficient central processing can mask delayed invoices, supplier disputes and manual site corrections. The chief enterprise services officer will own the enduring operating model connecting those sites to transactional services and financial evidence.

The executive perimeter comprises approximately 750 staff in procurement support, billing operations and finance services. Site operating managers retain responsibility for service delivery, food safety and customer relationships. The chief will decide service standards, process ownership and resource allocation within approved budgets. The role's value is making central and local responsibilities executable, not transferring every site problem into a shared-service queue or imposing one workflow regardless of contract structure.

The initial eighteen-month agenda establishes site-to-service handoffs, a reliable demand baseline and transparent service economics. Employment is open-ended, with continuing ownership of enterprise service performance. Mumbai is the leadership base, supported by planned travel to representative customer sites and overseas process interfaces. Reviews must examine whether source records support actual billing and payment decisions, rather than assume completion of a system task proves the underlying service evidence is correct.

Major outsourcing arrangements, organisational restructuring and changes to customer contractual obligations require group approval. The executive may stop an unready process transition and redeploy service capacity, while the CFO retains financial policy and authorised accounting decisions. Commercial contract negotiation, frontline kitchen operations and legal dispute settlement are excluded. The service organisation will still quantify their dependencies and provide reliable information to the qualified owners responsible for those decisions.

What you will own

• Establish contract-sensitive handoff standards from site consumption and service records to procurement, billing and finance, identifying the evidence each receiving team needs and the exceptions that cannot be resolved centrally alone.
• Decide enterprise service capacity and priority using verified demand and contractual consequence, protecting critical payment and billing activity without allowing routine urgency claims to displace every planned improvement.
• Build a service-cost baseline that includes local correction and rework, exposing where apparent central productivity is achieved by leaving unresolved transactions or undocumented labour with the site operating teams.
• Lead process standardisation choices with site and finance owners, preserving necessary contract differences while removing avoidable local variations that create inconsistent approvals, supplier treatment or billing evidence.
• Govern approved digital and ERP improvements through tested input quality and exception pathways, requiring a workable manual contingency and maintenance owner before changing a process on which sites depend.
• Develop enterprise service managers and regional counterparts who can resolve cross-process issues at the right level, with succession coverage and review routines that prevent recurring disputes from waiting for executive intervention.

Candidate qualifications

• Show enterprise operating or shared-services leadership within a 22–28-year career, with meaningful exposure to food services, facilities, consumer products or similarly distributed contract operations. Demonstrate a site-to-central process decision you owned and how it changed billing, payment or control outcomes. A central transformation title without accountability for the operating result will not establish fit for this executive seat.
• Bring depth in global process ownership and transactional operating models, including P2P, O2C or R2R interfaces and ERP-linked change. Explain how you handled contract variation and source-data quality without either abandoning standards or imposing an unusable universal process. Relevant GBS or continuous-improvement training is welcome where it supports a practical method grounded in evidence.
• Have led senior managers across local operations and central service teams, including disagreements over who owns rework and unresolved transactions. Evidence should show a complete demand and cost view, not only a central efficiency measure. The role requires judgement about where a process should be standardised and where customer obligations make a different handoff or control genuinely necessary.
• Demonstrate executive change governance, resilience planning and capability development. Describe a rollout you delayed or revised because sites could not supply dependable inputs or recover from process failure. You must be willing to examine representative operating locations directly, communicate trade-offs clearly to the group chief executive and preserve specialist authority over food safety, financial policy and legal decisions outside enterprise service ownership.

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 12 October 2026. Mandate reference CVU-PER-2026-IND-117.