Regional Vice President, FP&A — Healthcare Technology Services

The mandate

A healthcare technology services platform is expanding recurring contracts alongside implementation and support work. Its plans aggregate bookings and revenue but do not adequately explain the cost of onboarding, retention interventions and service commitments across customer cohorts. The regional vice president will establish planning that connects those obligations to financial performance, giving business leaders a realistic view of growth that can be delivered and sustained.

The first eighteen months should produce a coherent renewal forecast, capacity-linked growth plan and regional investment review. Employment is open-ended, with continuing ownership of planning quality and performance challenge. Twenty finance professionals support the region through business-finance and analytical teams. Bengaluru is the base, with quarterly visits to service centres and regional customer-support operations to test assumptions about implementation effort and ongoing delivery burden.

The vice president sets forecast methodology, planning calendars and economic evaluation standards; service leaders retain staffing and contractual delivery execution. Major investment approval stays with the regional executive committee. Finance may require a revised business case when promised recurring income depends on capacity not yet funded or retention assumptions not evidenced by customer behaviour. The role will not use unverified subscription metrics as substitutes for recognised revenue or cash.

An effective planning function should show how customer mix, service intensity and renewal uncertainty affect margin and funding needs. It must make comparison across countries possible without erasing different contractual structures. Clinical operations, software architecture and statutory reporting are not transferred into this role. Financial leadership nevertheless requires enough understanding of the service model to expose inconsistent assumptions and ensure that specialist risks appear honestly in the investment recommendation.

What you will own

• Build a renewal and service-economics model that distinguishes contracted revenue, probable continuation and expansion assumptions, reconciling cohort measures to financial records before they influence executive resource decisions.
• Recommend implementation and support investment using customer demand scenarios, highlighting where capacity constraints could delay revenue, weaken retention or create delivery costs omitted from the commercial forecast.
• Establish regional planning standards for recurring contracts, separating customer acquisition spending, onboarding effort and continuing support so apparent growth can be evaluated against its complete economic requirements.
• Challenge country forecasts through documented customer behaviour and contractual evidence, preserving ranges for uncertain renewal events rather than allowing optimistic pipeline statements to become committed planning inputs.
• Present regional performance alternatives that explain whether margin movement reflects customer mix, service efficiency or underinvestment, supporting decisions on pricing and capability without assuming operational management authority.
• Develop finance managers who can discuss service economics with commercial and delivery executives, maintain reliable model controls and translate detailed analysis into a small number of consequential planning choices.

Candidate qualifications

• Demonstrate senior FP&A or finance-director leadership within a 22–28-year career, with healthcare, medical technology or product-service business exposure. You must show how recurring customer relationships altered planning or investment decisions, even if your previous organisation used different terminology. Selection will examine the financial substance of that work rather than familiarity with subscription vocabulary alone.
• Bring strong management accounting, forecasting and financial-risk capability. Explain how you reconciled customer or contract metrics to recognised revenue and cash, and how you treated uncertain renewals or additional service obligations. Professional finance training is expected; a particular accounting designation is not compulsory where equivalent competence can be demonstrated through substantive responsibility and credible technical judgement.
• Have led business-finance managers across several markets or operating units, managing disagreement over growth assumptions and resource allocation. Evidence should include an investment proposal you revised after identifying delivery capacity or support-cost constraints. You must be comfortable distinguishing the finance recommendation from the clinical, technical or commercial decisions retained by the appropriate accountable executives.
• Show a practical approach to analytical governance: model versioning, consistent metric definitions, sensitivity review and clear ownership of input quality. Advanced tools are useful only when conclusions remain explainable and reproducible. The role requires direct engagement with delivery operations and the ability to challenge a persuasive growth narrative when its economics depend on unverified customer or capacity assumptions.

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 11 October 2026. Mandate reference CVU-PER-2026-IND-100.