Regional Chief Executive Officer — Enterprise-Operations Centre

The mandate

A recent strategy review exposed redefinition of the regional portfolio after uneven market performance within a privately held multinational global-capability-centre network. The immediate arena is the enterprise-operations centre during a move from delivery to product ownership. For mandate 222, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Executive Officer operating perimeter covers approximately PLN 2,800 million in annual global services budget, with activity spanning several enterprise-operations centre customer, product and delivery clusters rather than a single asset. The Regional Chief Executive Officer Global Capability Centres remit carries direct influence over roughly 3,050 colleagues and third-party capacity.

The board and its investment committee want a Regional Chief Executive Officer who can convert ambiguity into a short list of explicit choices for the enterprise-operations centre. The Regional Chief Executive Officer Global Capability Centres seat must resolve a move from delivery to product ownership, while preserving the underlying strengths of the enterprise-operations centre. For mandate 222, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Executive Officer’s first year on the enterprise-operations centre is expected to end with profitable regional growth and sharper market choices. In mandate 222, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Regional Chief Executive Officer — Enterprise-Operations Centre seat. The incumbent continues to lead the enterprise-operations centre through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a move from delivery to product ownership is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Regional Chief Executive Officer value-creation thesis for the enterprise-operations centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately PLN 2,800 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Executive Officer Global Capability Centres organisation of about 3,050 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-operations centre economics and execution constraints created by a move from delivery to product ownership, with Regional Chief Executive Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Executive Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-operations centre; remove reconciliations that obscure accountability.
• Show personal ownership of a whole-enterprise choice involving capital, customers and leadership, not merely sponsorship of a functional programme in mandate 222.
• Build the Regional Chief Executive Officer’s three-year succession and capability plan for the enterprise-operations centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the enterprise-operations centre baseline, meet the 30 stakeholders most consequential to redefinition of the regional portfolio after uneven market performance, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Executive Officer portfolio and organisation choices for the enterprise-operations centre, 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 enterprise-operations centre trend against profitable regional growth and sharper market choices, 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 Regional Chief Executive Officer’s agreed first-year enterprise-operations centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Regional Chief Executive Officer forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-operations centre’s operating, cash, customer and people assumptions.
• Closure of the Regional Chief Executive Officer mandate’s highest-priority enterprise-operations centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-operations centre talent and ready-now successors for at least 70% of the Regional Chief Executive Officer’s direct reports.
• A quantified Regional Chief Executive Officer-owned improvement in the enterprise-operations centre operating constraint behind a move from delivery to product ownership, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 222: 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 Regional CEO, Area President or multi-country Business Head in a privately held Global Capability Centres or adjacent enterprise. In relation to the enterprise-operations centre, your Regional Chief Executive 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 Regional Chief Executive Officer brief.

As a Regional Chief Executive Officer candidate, you bring 28+ years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of PLN 1,600 million and led an organisation of at least 2,125 people.

For mandate 222, the board wants two transitions: a difficult enterprise-operations centre portfolio choice and a leadership-system change during a move from delivery to product ownership. As the prospective Regional Chief Executive Officer for this enterprise-operations centre, you must challenge optimistic cases and still create followership. References for mandate 222 must distinguish your contribution from the institution around you.

The Regional Chief Executive Officer must be based in Krakow; 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 Regional CEO, Area President or multi-country Business Head, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Regional Chief Executive Officer ownership of at least PLN 1,600 million and leadership of no fewer than 2,125 employees in a comparable enterprise-operations centre context.
• One completed Global Capability Centres or adjacent-sector example of redefinition of the regional portfolio after uneven market performance 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 Regional Chief Executive Officer-level enterprise-operations centre consequences will not meet the bar.
• Willingness to meet the Krakow location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 222.

Compensation and terms

The anticipated Regional Chief Executive Officer package is PLN 2.0–2.8 million base + annual incentive and LTI, calibrated to the final enterprise-operations centre scope and the candidate’s current mix. Any long-term participation for mandate 222 follows standard vesting and performance conditions. The Regional Chief Executive Officer appointment in Krakow, centred on the enterprise-operations centre, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 222.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 222. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 222.