Group Chief Financial Officer — Finance-Services Hub

The mandate

A recent strategy review exposed capital structure redesign ahead of the next investment cycle within a privately held multinational global-capability-centre network. The immediate arena is the finance-services hub during an attrition and capability gap. For mandate 202, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Group Chief Financial Officer operating perimeter covers approximately ₹2,850 crore in annual global services budget, with activity spanning several finance-services hub customer, product and delivery clusters rather than a single asset. The Group Chief Financial Officer Global Capability Centres remit carries direct influence over roughly 1,625 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Group Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the finance-services hub. The Group Chief Financial Officer Global Capability Centres seat must resolve an attrition and capability gap, while preserving the underlying strengths of the finance-services hub. For mandate 202, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Group Chief Financial Officer’s first year on the finance-services hub is expected to end with forecast integrity, funding headroom and board-grade controls. In mandate 202, 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 Group Chief Financial Officer — 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 an attrition and capability gap 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 Group Chief Financial Officer 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 ₹2,850 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Group Chief Financial Officer Global Capability Centres organisation of about 1,625 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 an attrition and capability gap, with Group Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Group Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the finance-services hub; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 202.
• Build the Group Chief Financial Officer’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 capital structure redesign ahead of the next investment cycle, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Group Chief Financial Officer 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 forecast integrity, funding headroom and board-grade controls, 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 Group Chief Financial Officer’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 Group Chief Financial Officer 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 Group Chief Financial Officer 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 Group Chief Financial Officer’s direct reports.
• A quantified Group Chief Financial Officer-owned improvement in the finance-services hub operating constraint behind an attrition and capability gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 202: 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 Group CFO, listed-company CFO or Divisional CFO in a privately held Global Capability Centres or adjacent enterprise. In relation to the finance-services hub, your Group 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 Group Chief Financial Officer brief.

As a Group 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 ₹1,650 crore and led an organisation of at least 1,150 people.

For mandate 202, the board wants two transitions: a difficult finance-services hub portfolio choice and a leadership-system change during an attrition and capability gap. As the prospective Group Chief Financial Officer for this finance-services hub, you must challenge optimistic cases and still create followership. References for mandate 202 must distinguish your contribution from the institution around you.

The Group Chief Financial Officer role in Global Capability Centres is based in Hyderabad; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of Group CFO, listed-company CFO or Divisional CFO, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Group Chief Financial Officer ownership of at least ₹1,650 crore and leadership of no fewer than 1,150 employees in a comparable finance-services hub context.
• One completed Global Capability Centres or adjacent-sector example of capital structure redesign ahead of the next investment cycle 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 Group Chief Financial Officer-level finance-services hub consequences will not meet the bar.
• Willingness to meet the Hyderabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 202.

Compensation and terms

The anticipated Group Chief Financial Officer package is ₹3.2–4.6 crore fixed + performance variable and LTI, calibrated to the final finance-services hub scope and the candidate’s current mix. Any long-term participation for mandate 202 follows standard vesting and performance conditions. The Group Chief Financial Officer appointment in Hyderabad, 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 202.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 202. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 202.