SVP – Corporate Development — Finance-Services Hub

The mandate

A Mexico City finance-services hub has been invited to assume global process ownership through a combination of internal transfers, build-operate arrangements and specialist partnerships. The expansion pipeline is larger than the centre can absorb responsibly. Several proposals show attractive labour economics but omit transition services, retained costs, legal-entity dependencies and the time required to accredit finance talent.

The SVP – Corporate Development will govern expansion choices affecting approximately 2,550 employees and partners and a service portfolio near MX$11.8 billion. The remit includes opportunity screening, transaction structure, valuation, partnership, due diligence, transition economics and post-decision review. Finance process owners remain accountable for service and control; legal, tax and procurement retain their professional authorities. This executive assembles the whole case and recommends whether, when and how the hub should proceed.

Not every mandate should transfer. Some require local judgement or licences; others depend on systems due for retirement. A partnership may create speed but prevent the centre from owning capability. The SVP must compare build, transfer, partner and decline options on equivalent lifecycle assumptions and make stranded cost visible to both sending and receiving executives.

The role will also establish a repeatable way to learn from completed transfers. Headcount arrival is not deal success. The centre needs evidence on service continuity, cost, capability, control and sponsor behaviour after transition, then must use that evidence to price and sequence later opportunities.

Information transfer deserves transaction-level governance. Sending businesses often hold process evidence across local drives, supplier portals and employee knowledge, and a signed agreement does not make those records usable. The SVP will define data-room completeness, access, retention and acceptance for each mandate, including who repairs missing documentation. Transition should not close until the receiving leaders can execute a realistic control or customer scenario using the information delivered.

Why this seat is open

The incumbent will leave within a shortened notice period for a role outside the group. A strategy director can preserve the pipeline but lacks delegated authority to negotiate and challenge business presidents. An accelerated replacement search is expected to conclude within six to eight weeks. No transaction failure, conduct issue or undisclosed dispute prompted the departure.

What you will own

• Screen mandate opportunities for strategic fit, authority, control, capability, technology and realistic sponsor commitment.
• Build comparable lifecycle economics for internal transfer, captive build, external partnership and no-action options.
• Lead due diligence across service, workforce, contracts, data, tax, legal entity and transition dependencies.
• Negotiate decision rights, transition services, retained obligations, funding and exit terms with global businesses.
• Sequence approved opportunities against scarce leadership, training, technology and change capacity.
• Establish partnership governance that preserves learning and avoids permanent dependency on supplier personnel.
• Track each completed transfer against the approved case at six and 12 months.
• Build corporate-development capability able to challenge expansion enthusiasm with primary evidence.

The first 12 months

In the first 45 days, the SVP will re-underwrite every material pipeline case and stop commitments not supported by authority or capacity. By day 90, the executive committee will receive a prioritised portfolio, common assumption book and recommendation on the three most time-sensitive opportunities.

By month eight, at least one transfer and one partnership should reach signed terms with control, workforce and stranded-cost treatment explicit. A weak proposal should have been declined or materially restructured. The team will operate a transaction room with traceable decisions and named professional sign-offs.

After one year, approved deals should remain within 10% of transition cost and timing, achieve agreed service acceptance and retain 90% of designated pivotal talent. At least 80% of projected first-wave benefit should be independently verified, including retained-cost removal. No mandate should operate without the product or process authority promised in its case.

What the board will measure

• Selectivity and evidence in expansion decisions, including opportunities declined.
• Complete lifecycle economics rather than nominal location savings.
• Service and control continuity through transaction and transfer.
• Benefits and capabilities realised after closing, not just terms signed.
• A credible pipeline and corporate-development bench not dependent on external advisers.

The person

You are a corporate-development, transaction or business-building leader who has structured cross-border capability transfers and service partnerships. You understand finance operations sufficiently to test accreditation, close and legal-entity assumptions. Relevant experience may include global business services, carve-outs, build-operate-transfer models, professional services or regulated operating transactions.

You bring 22–28 years of experience and have governed at least MX$6.8 billion of transaction or operating scope involving 1,800 people or more. The committee will examine an opportunity you rejected despite attractive headline savings and a completed transaction whose retained cost you removed. Negotiation authority, post-deal accountability and cross-functional diligence are essential.

This is an onsite Mexico City role with substantial global travel during diligence and negotiation.

Compensation and terms

Base compensation is MX$6.5–8.5 million plus annual incentive. Measures will cover decision quality, transition performance, verified economics, control and portfolio capability. Deal volume and announced savings alone will not determine reward. Final terms reflect current mix and experience, with appointment subject to detailed conflicts and referencing.

Confidentiality

The expansion pipeline, businesses, counterparties and current leader are confidential. More specific transaction information follows qualification and an undertaking. Applicants must not connect the rounded Mexico City scope with a known internal transfer or market transaction.