Divisional Chief Financial Officer — Multi-Function Shared-Services Network

The mandate

Following two years of uneven execution, the board is addressing a division requiring independent economics before a strategic transaction within a multinational-owned multinational global-capability-centre network. The immediate arena is the multi-function shared-services network during a move from delivery to product ownership. For mandate 224, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Divisional Chief Financial Officer operating perimeter covers approximately S$3,850 million 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 Divisional Chief Financial Officer Global Capability Centres remit carries direct influence over roughly 2,475 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Divisional Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the multi-function shared-services network. The Divisional Chief Financial Officer Global Capability Centres seat must resolve a move from delivery to product ownership, while preserving the underlying strengths of the multi-function shared-services network. For mandate 224, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Divisional Chief Financial Officer’s first year on the multi-function shared-services network is expected to end with stand-alone controls, value visibility and transaction readiness. In mandate 224, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Divisional Chief Financial Officer — Multi-Function Shared-Services Network seat, established because a move from delivery to product ownership now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the multi-function shared-services network, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Divisional Chief Financial Officer 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 S$3,850 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Divisional Chief Financial Officer Global Capability Centres organisation of about 2,475 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 move from delivery to product ownership, with Divisional Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Divisional Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the multi-function shared-services network; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 224.
• Build the Divisional Chief Financial Officer’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 a division requiring independent economics before a strategic transaction, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Divisional Chief Financial Officer 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 stand-alone controls, value visibility and transaction readiness, 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 Divisional Chief Financial Officer’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 Divisional Chief Financial Officer 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 Divisional Chief Financial Officer 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 Divisional Chief Financial Officer’s direct reports.
• A quantified Divisional Chief Financial Officer-owned improvement in the multi-function shared-services network operating constraint behind a move from delivery to product ownership, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 224: 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 Divisional CFO, Business CFO or Finance Director in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the multi-function shared-services network, your Divisional Chief Financial Officer 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 Divisional Chief Financial Officer brief.

As a Divisional Chief Financial Officer candidate, you bring 22–28 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of S$2,250 million and led an organisation of at least 1,725 people.

For mandate 224, the board wants two transitions: a difficult multi-function shared-services network portfolio choice and a leadership-system change during a move from delivery to product ownership. As the prospective Divisional Chief Financial Officer for this multi-function shared-services network, you must challenge optimistic cases and still create followership. References for mandate 224 must distinguish your contribution from the institution around you.

The Divisional Chief Financial Officer must be based in Singapore; international relocation is supported, but this Global Capability Centres role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Divisional CFO, Business CFO or Finance Director, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Divisional Chief Financial Officer ownership of at least S$2,250 million and leadership of no fewer than 1,725 employees in a comparable multi-function shared-services network context.
• One completed Global Capability Centres or adjacent-sector example of a division requiring independent economics before a strategic transaction 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 Divisional Chief Financial Officer-level multi-function shared-services network consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 224.

Compensation and terms

The anticipated Divisional Chief Financial Officer package is S$500,000–680,000 base + annual incentive and LTI, calibrated to the final multi-function shared-services network scope and the candidate’s current mix. Any long-term participation for mandate 224 follows standard vesting and performance conditions. The Divisional Chief Financial Officer appointment in Singapore, 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 224.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 224. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 224.