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

The mandate

A recent strategy review exposed succession into a split leadership model during a complex execution phase within a multinational-owned multinational global-capability-centre network. The immediate arena is the multi-function shared-services network during a chargeback-model redesign. For mandate 212, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Joint Managing Director – Operations operating perimeter covers approximately ₹2,800 crore in annual global services budget, with activity spanning several multi-function shared-services network customer, product and delivery clusters rather than a single asset. The Joint Managing Director – Operations Global Capability Centres remit carries direct influence over roughly 1,100 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Joint Managing Director – Operations who can convert ambiguity into a short list of explicit choices for the multi-function shared-services network. The Joint Managing Director – Operations Global Capability Centres seat must resolve a chargeback-model redesign, while preserving the underlying strengths of the multi-function shared-services network. For mandate 212, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Joint Managing Director – Operations’s first year on the multi-function shared-services network is expected to end with delivery certainty, operating discipline and a credible succession bridge. In mandate 212, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The Joint Managing Director – Operations — Multi-Function Shared-Services Network requirement was not included in the approved hiring calendar. It became urgent after a chargeback-model redesign created an immediate need for one accountable owner of the multi-function shared-services network. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the Joint Managing Director – Operations value-creation thesis for the multi-function shared-services network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹2,800 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Joint Managing Director – Operations Global Capability Centres organisation of about 1,100 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the multi-function shared-services network economics and execution constraints created by a chargeback-model redesign, with Joint Managing Director – Operations-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Joint Managing Director – Operations operating review across commercial, customer, financial, people, technology and risk outcomes for the multi-function shared-services network; remove reconciliations that obscure accountability.
• Have led a country, division or operating entity with direct commercial, people and governance accountability in mandate 212.
• Build the Joint Managing Director – Operations’s three-year succession and capability plan for the multi-function shared-services network, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the multi-function shared-services network baseline, meet the 30 stakeholders most consequential to succession into a split leadership model during a complex execution phase, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Joint Managing Director – Operations portfolio and organisation choices for the multi-function shared-services network, 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 multi-function shared-services network trend against delivery certainty, operating discipline and a credible succession bridge, 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 Joint Managing Director – Operations’s agreed first-year multi-function shared-services network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Joint Managing Director – Operations forecast that remains decision-useful across three consecutive quarters and reconciles the multi-function shared-services network’s operating, cash, customer and people assumptions.
• Closure of the Joint Managing Director – Operations mandate’s highest-priority multi-function shared-services network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical multi-function shared-services network talent and ready-now successors for at least 70% of the Joint Managing Director – Operations’s direct reports.
• A quantified Joint Managing Director – Operations-owned improvement in the multi-function shared-services network operating constraint behind a chargeback-model redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 212: 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 Joint MD, COO, Executive Director or Business President in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the multi-function shared-services network, your Joint Managing Director – Operations 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 Joint Managing Director – Operations brief.

As a Joint Managing Director – Operations candidate, you bring 28+ years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,600 crore and led an organisation of at least 900 people.

For mandate 212, the board wants two transitions: a difficult multi-function shared-services network portfolio choice and a leadership-system change during a chargeback-model redesign. As the prospective Joint Managing Director – Operations for this multi-function shared-services network, you must challenge optimistic cases and still create followership. References for mandate 212 must distinguish your contribution from the institution around you.

The Joint Managing Director – Operations role in Global Capability Centres is based in Hyderabad; 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 Joint MD, COO, Executive Director or Business President, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Joint Managing Director – Operations ownership of at least ₹1,600 crore and leadership of no fewer than 900 employees in a comparable multi-function shared-services network context.
• One completed Global Capability Centres or adjacent-sector example of succession into a split leadership model during a complex execution phase 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 Joint Managing Director – Operations-level multi-function shared-services network consequences will not meet the bar.
• Willingness to meet the Hyderabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 212.

Compensation and terms

The anticipated Joint Managing Director – Operations package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final multi-function shared-services network scope and the candidate’s current mix. Any long-term participation for mandate 212 follows standard vesting and performance conditions. The Joint Managing Director – Operations appointment in Hyderabad, centred on the multi-function shared-services network, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 212.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 212. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 212.