EVP – Risk and Resilience — Enterprise-Operations Centre

The mandate

A deliberate change of pace is required to deal with board concern over resilience and inconsistent first-line ownership within a privately held multinational global-capability-centre network. The immediate arena is the enterprise-operations centre during a chargeback-model redesign. For mandate 210, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Risk and Resilience operating perimeter covers approximately ₹3,550 crore in annual global services budget, with activity spanning several enterprise-operations centre customer, product and delivery clusters rather than a single asset. The EVP – Risk and Resilience Global Capability Centres remit carries direct influence over roughly 1,700 colleagues and third-party capacity.

The board and its investment committee want a EVP – Risk and Resilience who can convert ambiguity into a short list of explicit choices for the enterprise-operations centre. The EVP – Risk and Resilience Global Capability Centres seat must resolve a chargeback-model redesign, while preserving the underlying strengths of the enterprise-operations centre. For mandate 210, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Risk and Resilience’s first year on the enterprise-operations centre is expected to end with risk appetite adherence, tested resilience and faster issue closure. In mandate 210, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Risk and Resilience — Enterprise-Operations Centre seat, established because a chargeback-model redesign now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the enterprise-operations centre, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – Risk and Resilience value-creation thesis for the enterprise-operations centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,550 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Risk and Resilience Global Capability Centres organisation of about 1,700 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-operations centre economics and execution constraints created by a chargeback-model redesign, with EVP – Risk and Resilience-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Risk and Resilience operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-operations centre; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 210.
• Build the EVP – Risk and Resilience’s three-year succession and capability plan for the enterprise-operations centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the enterprise-operations centre baseline, meet the 30 stakeholders most consequential to board concern over resilience and inconsistent first-line ownership, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Risk and Resilience portfolio and organisation choices for the enterprise-operations centre, 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-operations centre trend against risk appetite adherence, tested resilience and faster issue closure, 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 EVP – Risk and Resilience’s agreed first-year enterprise-operations centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Risk and Resilience forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-operations centre’s operating, cash, customer and people assumptions.
• Closure of the EVP – Risk and Resilience mandate’s highest-priority enterprise-operations centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-operations centre talent and ready-now successors for at least 70% of the EVP – Risk and Resilience’s direct reports.
• A quantified EVP – Risk and Resilience-owned improvement in the enterprise-operations centre operating constraint behind a chargeback-model redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 210: 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 EVP Risk, Deputy CRO or Operational Resilience Head in a privately held Global Capability Centres or adjacent enterprise. In relation to the enterprise-operations centre, your EVP – Risk and Resilience track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this EVP – Risk and Resilience brief.

As a EVP – Risk and Resilience candidate, you bring 22–28 years of progressive Global Capability Centres 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 ₹2,050 crore and led an organisation of at least 1,200 people.

For mandate 210, the board wants two transitions: a difficult enterprise-operations centre portfolio choice and a leadership-system change during a chargeback-model redesign. As the prospective EVP – Risk and Resilience for this enterprise-operations centre, you must challenge optimistic cases and still create followership. References for mandate 210 must distinguish your contribution from the institution around you.

The EVP – Risk and Resilience role in Global Capability Centres is based in Chennai; 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 EVP Risk, Deputy CRO or Operational Resilience Head, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven EVP – Risk and Resilience ownership of at least ₹2,050 crore and leadership of no fewer than 1,200 employees in a comparable enterprise-operations centre context.
• One completed Global Capability Centres or adjacent-sector example of board concern over resilience and inconsistent first-line ownership with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks EVP – Risk and Resilience-level enterprise-operations centre consequences will not meet the bar.
• Willingness to meet the Chennai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 210.

Compensation and terms

The anticipated EVP – Risk and Resilience package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final enterprise-operations centre scope and the candidate’s current mix. Any long-term participation for mandate 210 follows standard vesting and performance conditions. The EVP – Risk and Resilience appointment in Chennai, centred on the enterprise-operations centre, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 210.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 210. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 210.