CIO – Enterprise Platforms — Enterprise-Operations Centre

The mandate

A deliberate change of pace is required to deal with regional platforms carrying duplicated cost and inconsistent controls within a multinational-owned multinational global-capability-centre network. The immediate arena is the enterprise-operations centre during an attrition and capability gap. For mandate 240, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CIO – Enterprise Platforms operating perimeter covers approximately PLN 3,450 million in annual global services budget, with activity spanning several enterprise-operations centre customer, product and delivery clusters rather than a single asset. The CIO – Enterprise Platforms Global Capability Centres remit carries direct influence over roughly 2,625 colleagues and third-party capacity.

The board and its investment committee want a CIO – Enterprise Platforms who can convert ambiguity into a short list of explicit choices for the enterprise-operations centre. The CIO – Enterprise Platforms Global Capability Centres seat must resolve an attrition and capability gap, while preserving the underlying strengths of the enterprise-operations centre. For mandate 240, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CIO – Enterprise Platforms’s first year on the enterprise-operations centre is expected to end with standard platforms, measurable adoption and lower run cost. In mandate 240, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The CIO – Enterprise Platforms — Enterprise-Operations Centre requirement was not included in the approved hiring calendar. It became urgent after an attrition and capability gap created an immediate need for one accountable owner of the enterprise-operations centre. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the CIO – Enterprise Platforms 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 3,450 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the CIO – Enterprise Platforms Global Capability Centres organisation of about 2,625 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 an attrition and capability gap, with CIO – Enterprise Platforms-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CIO – Enterprise Platforms operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-operations centre; remove reconciliations that obscure accountability.
• Have owned enterprise service, cyber, architecture and technology economics rather than a single application tower in mandate 240.
• Build the CIO – Enterprise Platforms’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 regional platforms carrying duplicated cost and inconsistent controls, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CIO – Enterprise Platforms 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 standard platforms, measurable adoption and lower run cost, 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 CIO – Enterprise Platforms’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 CIO – Enterprise Platforms 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 CIO – Enterprise Platforms 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 CIO – Enterprise Platforms’s direct reports.
• A quantified CIO – Enterprise Platforms-owned improvement in the enterprise-operations centre operating constraint behind an attrition and capability gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 240: 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 CIO, Enterprise Applications Head or Regional Technology Director in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the enterprise-operations centre, your CIO – Enterprise Platforms 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 CIO – Enterprise Platforms brief.

As a CIO – Enterprise Platforms 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 PLN 2,000 million and led an organisation of at least 1,825 people.

For mandate 240, the board wants two transitions: a difficult enterprise-operations centre portfolio choice and a leadership-system change during an attrition and capability gap. As the prospective CIO – Enterprise Platforms for this enterprise-operations centre, you must challenge optimistic cases and still create followership. References for mandate 240 must distinguish your contribution from the institution around you.

The CIO – Enterprise Platforms 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 CIO, Enterprise Applications Head or Regional Technology Director, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven CIO – Enterprise Platforms ownership of at least PLN 2,000 million and leadership of no fewer than 1,825 employees in a comparable enterprise-operations centre context.
• One completed Global Capability Centres or adjacent-sector example of regional platforms carrying duplicated cost and inconsistent controls 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 CIO – Enterprise Platforms-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 240.

Compensation and terms

The anticipated CIO – Enterprise Platforms package is PLN 1.4–1.9 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 240 follows standard vesting and performance conditions. The CIO – Enterprise Platforms 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 240.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 240. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 240.