Joint Managing Director – Operations — Multi-Function Shared-Services Network

The mandate

Regional presidents require greater transparency in the shared-services chargeback model to understand the relationship between transaction volumes and allocated costs. The existing Managing Director oversees strategy, external relationships and the site institution, but the board has elected to create a Joint Managing Director role with independent command of process, capacity and service economics rather than distract the incumbent from an already extensive agenda.

The appointee will control day-to-day operations performed by approximately 1,100 employees and partners across finance, procurement, people administration, analytics support and enterprise technology. The annual services perimeter is close to ₹3,600 crore. Joint authority must be explicit: this executive owns service performance, operational design, capacity and cost-to-serve; the existing MD remains responsible for strategy, country representation and agreed enterprise matters. Both will present a unified plan to the board.

The immediate assignment is to replace allocations based on inherited percentages with service economics that business leaders can influence. That entails removing dormant reports, measuring exceptions, setting service tiers and agreeing who pays for local variation. A charging model that merely redistributes disagreement will not restore trust. Operational work must change alongside the numbers.

Why this seat is open

The position was created after budget negotiations stalled and service disputes escalated outside the normal organisation cycle. It is urgent and unplanned, with no predecessor. Interim analysts can rebuild data, but only a senior line executive can make workforce and service choices and establish a workable joint-leadership contract. The board aims to appoint within eight weeks while keeping ongoing negotiations confidential.

What you will own

• Run the end-to-end service operation, including performance, control execution, capacity, vendors and operational incident response.
• Agree a written authority charter with the current Managing Director and resolve overlapping matters before they reach employees.
• Reconstruct cost-to-serve from transactions, complexity, retained capacity, exceptions and mandatory enterprise obligations.
• Establish service tiers and demand rules that allow regions to make informed trade-offs without purchasing inappropriate control levels.
• Remove unowned outputs and local variants, documenting the business decision and any released capacity.
• Align staffing and shift plans to measurable demand rather than prior-year headcount or negotiated entitlement.
• Lead monthly business reviews in which consuming presidents own forecast accuracy and exception cost alongside the hub.
• Present the board with a reconciled plan connecting service choices, chargeback, control and employee consequences.

The first 12 months

In the first month, the Joint MD will settle decision rights and create one version of operational performance. By day 90, the five largest services should have validated drivers and baseline unit costs, while disputed critical work continues under temporary funding. The executive will also identify outputs that can stop immediately without control or customer harm.

The following six months will introduce new service tiers for a representative business group, rebalance staffing and remove avoidable variants. Cost movements must be explained through changed volume, complexity or capacity. Employee consultation will precede material shift or role changes, and all pilots will avoid critical reporting windows.

By year-end, 80% of cost should trace to approved services and drivers, regional charge disputes should fall by 60%, and addressable productivity should improve by 10%. Forecast variance for the pilot services should be within 7% for two quarters. The joint leadership arrangement must also receive positive board confirmation after formal review.

What the board will measure

• Uninterrupted service and control performance during the cost and organisation redesign.
• Acceptance of chargeback through approved regional budgets and changed demand, not negotiated side agreements.
• Demonstrable capacity release from eliminated work and variants.
• Clear, conflict-free behaviour between the two Managing Directors and their leadership teams.
• A three-year operating case that balances productivity, resilience, capability and customer choice.

The person

You are an enterprise operations chief, shared-services MD or business-services president who has carried line accountability through a contested cost-model change. You understand joint leadership and can operate without converting every boundary question into a power contest. Experience across several functions is preferable to deep expertise in only one process.

You bring at least 28 years of progressive leadership and have controlled ₹2,100 crore or more while leading at least 775 people. Evidence should include a pricing or allocation redesign that altered demand and real resource deployment. The board will test how you handled a peer with overlapping authority, a customer who disputed cost and an operational period when the data was incomplete.

This is an onsite role in Hyderabad with regular contact across shifts and functions.

Compensation and terms

Fixed compensation is expected between ₹5.0 crore and ₹7.5 crore, with performance variable and long-term incentives. Reward will consider service continuity, accepted economics, realised capacity and effectiveness of the joint model. Final terms depend on scope and current mix and include standard long-term performance protections. The group seeks the earliest credible start.

Confidentiality

The functions, regional sponsors and details of the budget disagreement are deliberately excluded. They will be disclosed to qualified candidates after reciprocal interest and an undertaking. The appointment should be discussed only with authorised search contacts, and the public facts must not be used to identify the group.