Chief Finance Integration Officer — Services Acquisition Control Continuity

The mandate

A technology and professional-services portfolio is creating a chief finance-integration office because acquisition work repeatedly loses continuity between diligence findings and the operating finance records after completion. An issue can be identified during a deal yet have no owner when billing, receivables and entity reporting move into the group. The role will build a recurring integration institution, not lead one transaction to signature. The chief holds an open-ended appointment; establishing the finance control bridge across the approved portfolio is the first eighteen-month programme, not the employment expiry.

The bridge starts from agreed transaction facts and qualified accounting conclusions. Opening records must distinguish acquired balances, post-completion activity and items that remain subject to an authorised decision. Client work in progress, service acceptance and invoices spanning the transaction date require clear billing and accounting ownership. Legal owners determine contractual rights, and technical accounting leaders determine acquisition treatment. The chief converts those inputs into controlled implementation and ongoing entity responsibility, without treating operational access to a customer record as authority to bill or assuming a diligence estimate has already become an approved opening balance.

Nineteen specialists report through finance integration and control leads, working with entity controllers and billing teams. You decide integration finance sequencing, assign accountable control owners and approve ordinary implementation actions within signed-off policy. Group finance and the audit committee retain material acquisition-accounting judgements; legal and commercial leaders retain contract changes and settlement. The integration committee approves major systems or organisation commitments. The office does not negotiate purchase agreements, determine independent business valuations or take charge of HR integration. Its executive authority concerns finance continuity and supported implementation, not every professional decision that an acquisition creates.

The opening programme should preserve diligence findings through an owned control-action record, supported opening data and a tested transition into normal reporting and billing. Mumbai is the hybrid base with service-team and selected overseas entity reviews. Continuing leadership includes developing integration deputies and requiring each acquired finance operation to assume its own maintained controls. A transition should not be declared complete because a transaction closed or a system login works. It is complete financially when authorised source records, decision history and accountable operating owners can support the next ordinary cycle without an integration specialist reconstructing the deal context personally.

What you will own

• Establish a diligence-to-control action record that preserves each material finding, qualified conclusion and operating owner, ensuring deal knowledge reaches the acquired finance function rather than ending in the transaction report.
• Decide finance integration sequencing through opening-record and billing dependencies, protecting authorised accounting and client-service evidence before process migration makes the new operating route appear complete.
• Govern opening data implementation against signed-off transaction facts and technical accounting treatment, distinguishing approved acquired balances from post-completion activity or an unresolved estimate awaiting professional judgement.
• Set billing and receivable ownership for work spanning completion through retained contractual and service-acceptance evidence, preventing operational system access from being mistaken for the authority to invoice or recognise the amount.
• Build transition control tests for ordinary close and billing cycles, requiring entity teams to locate source records, explain decisions and maintain residual actions without informal reconstruction by the transaction specialists.
• Develop integration deputies and acquired-entity finance leads in decision continuity, enabling repeatable implementation while improving escalation of material policy, contract or systems questions outside the office's delegation.
• Present finance integration readiness to portfolio governance through accepted operating evidence, retaining unresolved findings with accountable owners rather than declaring completion solely because the deal signed or a migration date passed.

Candidate qualifications

• Demonstrate substantial M&A, diligence support or post-acquisition finance integration responsibility in services, BPM, IT-enabled delivery or comparable businesses. Explain a finding that changed the opening finance controls or operating responsibility after completion. The proof must identify your own integration decision, the approved professional conclusion and the internal owner who sustained the result, rather than only participation in a deal workstream or an acquisition's eventual commercial success.
• Show practical treatment of opening records and client activity spanning a transaction or material finance transition. Describe how you separated acquired balances, later service activity and unresolved adjustments, and how you preserved contractual and accounting ownership. You must avoid using a diligence estimate as automatic book-entry authority or assuming that access to the billing platform gives the acquiring team the right to issue every customer invoice.
• Bring 22–28 years of corporate FP&A, controllership, business finance or virtual CFO practice with substantial senior leadership. Applied accounting or professional finance competence must support qualified specialist coordination and controlled implementation. The chief-level step requires leadership across an ongoing integration capability, with explicit recognition that material acquisition accounting, legal terms and systems investment remain reserved rather than absorbed into a broad integration title.
• Evidence transition into a normal finance operation that could run the next close or billing cycle without deal-team interpretation. You should develop deputies, challenge optimistic completion status constructively and retain an owned residual route. Secure transaction information and purposeful service-team travel are required. A strong candidate builds a maintained institution that learns across acquisitions, rather than an action-list discipline dependent on their personal knowledge of each deal's history.

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 9 October 2026. Mandate reference CVU-PER-2026-IND-178.