Core Data Migration and Cutover Leader — Vehicle Finance

The mandate

The migration director resigned after a second dress rehearsal exposed unexplained differences among loan balances, delinquency states, security records and general-ledger postings. The implementation partner argues that extracts reconcile at portfolio level, while Operations cannot reproduce individual customer journeys after transformation. The board has moved cutover out of the festive sales period and needs one accountable executive before another date is approved.

The interim must join Pune within three weeks for fourteen months, covering data recovery, repeated rehearsal, production migration, hypercare and permanent handover. Search for a long-term transformation leader begins after source and target accountabilities settle in month four. Eight weeks of overlap are reserved; extension is possible only for a board-approved cutover move caused by regulatory or portfolio-event timing.

Handover requires every active contract to reconcile principal, interest, fees, security, payment allocation, delinquency, legal status and ledger treatment; two full-volume rehearsals must meet item-level tolerances and recovery objectives; and production must close three monthly cycles without unexplained customer or finance variance. The successor will chair a rollback exercise and accept residual archive, remediation and decommission obligations.

The interim may reject migration loads, freeze source changes, set data-acceptance tolerances, direct the sanctioned ₹210 crore programme and replace temporary workstream leads. Production cutover, customer remediation, permanent appointments, material accounting treatment and spend above budget require the steering committee or accountable executives. The seat cannot waive statutory records, change contract economics or instruct collections action on individual customers.

Product redesign, replacement of collections strategy and cleansing dormant history with no legal, accounting or servicing need are outside this assignment. The authority may require interfaces and retention decisions but does not own branch transformation, underwriting models or vendor renegotiation unrelated to migration delivery. A bounded archive is preferable to forcing questionable legacy detail into the live core.

Why this seat is open

Two failed rehearsals converted a technology migration into a board-level customer and balance-sheet risk, then the director’s departure removed independent authority over the integrator. Finance, Operations and Technology each hold part of acceptance but none can command the whole cutover. An interim executive must rebuild item-level evidence and leave a permanent leader after stable monthly operation.

What you will own

• Reconstruct variance by contract and journey across extraction, transformation, target rules, payment allocation, security, delinquency and ledger posting.
• Define authoritative sources, effective-time logic, acceptance tolerances, exception ownership and evidence retention for each critical data class.
• Decide rehearsal and cutover readiness using item-level reconciliation, operational usability, performance, rollback and customer-consequence evidence.
• Direct full-volume rehearsals covering in-flight payments, reversals, restructures, legal cases, repossessions, settlements and month-end accrual.
• Govern source freezes and delta migration with explicit treatment for corrections, late events, failed interfaces and emergency servicing changes.
• Command production cutover and hypercare through decision thresholds, accountable triage, branch communication and daily financial control.
• Transfer authority after three closes through a rollback simulation and successor acceptance of archive, decommission and residual-record debt.

Candidate qualifications

• Held executive migration authority for a lending, leasing or regulated financial core involving millions of customer contracts.
• Reconciled account-level financial, servicing, collections and security states rather than accepting only portfolio or ledger totals.
• Directed repeated full-volume dress rehearsals and personally stopped a cutover when evidence or rollback conditions were inadequate.
• Governed in-flight events and effective-time logic across source freeze, delta extraction, target load and post-cutover correction.
• Managed a major systems integrator while preserving client-owned acceptance evidence and accountable business sign-off.
• Handed permanent leadership a stable platform after production cutover, monthly closes and transparent archive obligations.

Non-negotiables

• Available in Pune within three weeks for exclusive service, including cutover command and travel to Mumbai and operating centres.
• Has personally signed or rejected a regulated lending-core data migration; adjacent ERP or analytics migrations do not qualify.
• No undisclosed relationship with the implementation partner, core-platform supplier or assurance providers in the programme.
• Will not trade item-level customer and ledger integrity for a date, sunk implementation cost or portfolio-level reconciliation.

1. 49 words maximum. State your Pune availability and the largest lending migration whose production cutover you personally authorised or stopped.
2. 49 words maximum. Describe an item-level variance concealed by a reconciled portfolio total and how you resolved it.
3. 49 words maximum. Which two rehearsal conditions would make you reject a cutover despite executive pressure to proceed?