Director, GBS Productivity and Transition Value

The mandate

A financial-services business services platform has numerous improvement projects but no consistent way to prove their combined productivity contribution. Reported hours saved sometimes reappear as additional retained-team work, and released capacity remains funded without an agreed redeployment or cost action. The Director will lead the enduring governance of transformation value across finance and people-services operations.

The role begins a twenty-four-month value-governance build within permanent employment that remains open-ended. Its early priority is a defensible baseline by service and work type, followed by verified benefit records and transition reviews. The continuing operating leadership remit connects programme leads and service managers through accountable measurement, enabling the GBS executive team to decide how verified capacity improvements should be used.

Productivity must be assessed through comparable work and service outcomes. Lower handling time can be valuable, but not if errors create more rework or an omitted activity is performed elsewhere without being measured. Automation can free capacity before any expense is removed; that does not make it a cash saving. The Director will require a documented route from process improvement to accepted capacity, redeployment or cost impact, with quality constraints preserved.

Within the GBS delegation, the role sets benefit measurement standards, assigns transformation analytical capacity and approves programme evidence for executive review. Service leaders remain accountable for delivery, finance validates booked savings and people owners approve employment actions. Material restructuring, supplier commitments and control-risk acceptance require the appropriate executives. The remit excludes unilateral workforce reduction, technology architecture ownership and independent accounting-policy decisions.

By twelve months, major programmes should carry accepted baselines and a benefits bridge showing what improved, where work moved and how released capacity was used. The second year builds repeatable transition-value reviews and stronger programme leadership. Continuing accountability will maintain honest performance measurement as services change, giving executives a clear choice between investing capacity in better delivery and taking a supported financial saving.

What you will own

• Establish comparable service-work baselines using approved volumes, complexity and quality measures, preventing a changed task definition or easier work mix from being presented as an operating productivity gain.
• Decide evidence standards for released capacity, distinguishing calculated hours, observed available effort and an authorised redeployment or cost action before a programme claims its financial benefit.
• Govern transition overlap reporting through actual source and destination work, exposing retained activity and dual-running costs that would otherwise disappear between separately favourable programme dashboards.
• Build quality-adjusted productivity reviews that include rework and control exceptions, challenging speed improvements whose apparent benefit depends on another team absorbing the defect or omitted review.
• Lead benefit validation with service owners and finance, reconciling accepted operating changes to financial records without presenting unimplemented staffing assumptions as booked expenditure reduction.
• Produce portfolio value-choice papers showing alternative uses of freed capacity, enabling executives to compare better service, risk reduction and cost action through clearly stated decision conditions.
• Develop transformation programme leads through evidence-based review sessions, strengthening baseline design, causal judgement and transparent reporting of benefits that remain conditional rather than already achieved.

Candidate qualifications

• Demonstrate substantial shared-services transformation, operating analytics or finance-process improvement leadership with several concurrent programmes. Explain a claimed saving you revised because work had moved, quality deteriorated or released capacity remained funded. Identify the operating evidence inspected and the decision made, distinguishing your own validation work from benefits simply supplied by a project sponsor.
• Bring applied productivity measurement and continuous-improvement competence across transactional and judgement-based service work. Relevant evidence should show baseline comparability, volume and complexity adjustment, rework capture and observation of actual effort release. Digital transformation, project management or Lean methods are useful, but must be supported by an outcome that remained valid when subsequent service cycles were measured.
• Show financial discipline around savings and transition costs without exceeding accounting or employment authority. Describe how you connected process improvement to a verified financial or redeployment result, which owner authorised the action and what remained conditional. You must communicate why an hours estimate, available capacity and removed expenditure can represent different stages of the same programme rather than interchangeable benefits.
• Establish credibility leading programme specialists and challenging senior service sponsors constructively. This director will allocate analytical attention, sustain transparent governance and develop practical value judgement in others. Explain an unpopular benefit finding you maintained, the executive decision it informed and the later evidence used to assess whether the agreed improvement continued without creating a hidden workload or control burden elsewhere.

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 14 October 2026. Mandate reference CVU-PER-2026-IND-063.