SVP – Corporate Development — Finance-Services Hub

The mandate

A recent strategy review exposed a board-approved inorganic agenda requiring disciplined execution within a multinational-owned multinational global-capability-centre network. The immediate arena is the finance-services hub during a captive-to-global mandate expansion. For mandate 232, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Corporate Development operating perimeter covers approximately MX$2,750 million in annual global services budget, with activity spanning several finance-services hub customer, product and delivery clusters rather than a single asset. The SVP – Corporate Development Global Capability Centres remit carries direct influence over roughly 2,550 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a SVP – Corporate Development who can convert ambiguity into a short list of explicit choices for the finance-services hub. The SVP – Corporate Development Global Capability Centres seat must resolve a captive-to-global mandate expansion, while preserving the underlying strengths of the finance-services hub. For mandate 232, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Corporate Development’s first year on the finance-services hub is expected to end with proprietary pipeline, integration logic and value realisation. In mandate 232, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the SVP – Corporate Development — Finance-Services Hub seat following an accelerated leadership transition. Interim accountability is in place for the finance-services hub, but the board wants a permanent appointment within 6–8 weeks because a captive-to-global mandate expansion cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the SVP – Corporate Development value-creation thesis for the finance-services hub, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately MX$2,750 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Corporate Development Global Capability Centres organisation of about 2,550 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the finance-services hub economics and execution constraints created by a captive-to-global mandate expansion, with SVP – Corporate Development-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Corporate Development operating review across commercial, customer, financial, people, technology and risk outcomes for the finance-services hub; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 232.
• Build the SVP – Corporate Development’s three-year succession and capability plan for the finance-services hub, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the finance-services hub baseline, meet the 30 stakeholders most consequential to a board-approved inorganic agenda requiring disciplined execution, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Corporate Development portfolio and organisation choices for the finance-services hub, 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 finance-services hub trend against proprietary pipeline, integration logic and value realisation, 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 SVP – Corporate Development’s agreed first-year finance-services hub value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Corporate Development forecast that remains decision-useful across three consecutive quarters and reconciles the finance-services hub’s operating, cash, customer and people assumptions.
• Closure of the SVP – Corporate Development mandate’s highest-priority finance-services hub risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical finance-services hub talent and ready-now successors for at least 70% of the SVP – Corporate Development’s direct reports.
• A quantified SVP – Corporate Development-owned improvement in the finance-services hub operating constraint behind a captive-to-global mandate expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 232: 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 SVP Corporate Development, M&A Director or Strategy Executive in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the finance-services hub, your SVP – Corporate Development 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 SVP – Corporate Development brief.

As a SVP – Corporate Development 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 MX$1,600 million and led an organisation of at least 1,775 people.

For mandate 232, the board wants two transitions: a difficult finance-services hub portfolio choice and a leadership-system change during a captive-to-global mandate expansion. As the prospective SVP – Corporate Development for this finance-services hub, you must challenge optimistic cases and still create followership. References for mandate 232 must distinguish your contribution from the institution around you.

The SVP – Corporate Development must be based in Mexico City; 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 SVP Corporate Development, M&A Director or Strategy Executive, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven SVP – Corporate Development ownership of at least MX$1,600 million and leadership of no fewer than 1,775 employees in a comparable finance-services hub context.
• One completed Global Capability Centres or adjacent-sector example of a board-approved inorganic agenda requiring disciplined execution 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 SVP – Corporate Development-level finance-services hub consequences will not meet the bar.
• Willingness to meet the Mexico City location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 232.

Compensation and terms

The anticipated SVP – Corporate Development package is MX$6.5–8.5 million base + annual incentive, calibrated to the final finance-services hub scope and the candidate’s current mix. Any long-term participation for mandate 232 follows standard vesting and performance conditions. The SVP – Corporate Development appointment in Mexico City, centred on the finance-services hub, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 232.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 232. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 232.