Group Chief Financial Officer — Supply-Chain Software Growth and Revenue Integrity

The mandate

A supply-chain software platform with three operating subsidiaries has moved beyond founder-led financial oversight and needs a group CFO to govern its next stage of growth. Customers purchase subscriptions alongside implementation, integration and support services, creating a gap between booked contract value and economically recurring revenue. The executive will bring that distinction into sales approval, board reporting and cash planning. The initial eighteen months focus on durable revenue measures and capital readiness; employment is open-ended, retaining responsibility for subsequent planning, reporting and financing cycles.

The most important work is to establish which customer cohorts pay back acquisition and deployment costs within a credible retention horizon. Some large contracts absorb substantial engineering effort before activation, while others expand through additional operating sites. You will create a common bridge from contracted scope to implementation milestones, recognised revenue, collections and support obligations. Sales forecasts must expose delayed activation and cancellation rights; customer success measures must distinguish true expansion from price revisions that merely recover unanticipated delivery costs.

You will lead sixteen finance and commercial-planning colleagues, with authority over subsidiary closes, consolidated financial planning and contract-economics review. Product leadership retains roadmap ownership, and the chief executive approves material strategic pricing changes. Within approved limits, the group CFO can stop financially non-compliant contracts and allocate cash across subsidiaries under documented intercompany agreements. Financing terms, equity issuance and acquisitions require board approval. Your office will prepare the evidence needed for those decisions without presenting an investor model as a substitute for a reliable operating forecast.

The board expects a finance function that remains useful whether external capital arrives early, late or not at all. At the end of the opening agenda, subscription measures should reconcile to contracts and billing, implementation margin should inform sales choices and scenario planning should identify funding triggers well before liquidity becomes urgent. Bengaluru provides access to product and delivery teams; selective international travel supports customer diligence and investor discussions. The ongoing role includes developing a strong controller so strategic finance does not depend on sacrificing reporting discipline.

What you will own

• Define the subscription and expansion revenue dictionary by contractual rights, activation events and cancellation conditions, ensuring investor-facing measures reconcile with billing records and the accounting treatment.
• Decide contract-economics review thresholds that identify implementation effort, integration dependencies and exceptional support obligations before sales approvals commit the business to structurally unprofitable customer arrangements.
• Build cohort cash-payback analysis that joins acquisition spending, deployment capacity and renewal behaviour, exposing sensitivity to delayed onboarding rather than assuming every signed customer begins paying immediately.
• Set a capital runway process with explicit financing triggers, downside spending choices and protected customer obligations, giving the executive team decisions that remain actionable under multiple funding outcomes.
• Establish revenue-close evidence linking signed terms, delivered obligations and invoice events, requiring unresolved treatment issues to appear in an exception register reviewed with the controller and commercial owner.
• Prepare financing diligence materials that distinguish audited history, operating forecasts and management assumptions, assigning evidence owners so the next investment round does not interrupt daily financial control.
• Develop commercial-finance partnering for product and customer success teams, using service-cost and renewal evidence to challenge expansion choices without transferring product roadmap authority into the finance function.

Candidate qualifications

• Bring eighteen to twenty-two years of senior finance experience, including executive responsibility in a technology-enabled or subscription business at a credible mid-market stage. Demonstrate a personal decision that improved growth quality through contract economics, deployment discipline or customer cash recovery, rather than relying only on fundraising transactions or headline valuation outcomes as evidence of impact.
• Show substantial accounting and controllership competence, supported by Chartered Accountancy or comparable professional standing. You must explain how subscription, implementation and support obligations affect revenue evidence, contract approval and cash forecasting. Experience should include resolving disagreement between sales expectations and defensible financial treatment while preserving an intelligible audit trail and constructive commercial relationships.
• Evidence the ability to build scenario-based financing plans and investor diligence from operating records that were initially incomplete. Specify how you distinguished a recurring customer measure from a management proxy, tested downside liquidity and avoided promising that an uncommitted capital raise would fund existing obligations. Practical lender or investor engagement matters alongside strong internal planning methodology.
• Demonstrate leadership across controllers, business-finance partners and founders with different financial fluency. You should have developed deputies, implemented clear decision rights and worked with legal and tax specialists on cross-border contracts without pretending to own their professional opinions. Sound judgement concerning customer confidentiality, equity-plan communication and externally shared forecasts is essential to sustaining trust in this seat.

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 10 October 2026. Mandate reference CVU-PER-2026-IND-003.