Chief Talent and Capability Officer — Finance-Services Hub

The mandate

The enterprise is entering a phase in which leadership must resolve critical capability shortages constraining execution of the investment plan within a privately held multinational global-capability-centre network. The immediate arena is the finance-services hub during a multi-site consolidation. For mandate 226, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Talent and Capability Officer operating perimeter covers approximately MX$3,150 million in annual global services budget, with activity spanning several finance-services hub customer, product and delivery clusters rather than a single asset. The Chief Talent and Capability Officer Global Capability Centres remit carries direct influence over roughly 1,875 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Chief Talent and Capability Officer who can convert ambiguity into a short list of explicit choices for the finance-services hub. The Chief Talent and Capability Officer Global Capability Centres seat must resolve a multi-site consolidation, while preserving the underlying strengths of the finance-services hub. For mandate 226, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Talent and Capability Officer’s first year on the finance-services hub is expected to end with verified capability supply, internal mobility and leadership depth. In mandate 226, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Chief Talent and Capability Officer — Finance-Services Hub seat, established because a multi-site consolidation now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the finance-services hub, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Chief Talent and Capability 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 MX$3,150 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Chief Talent and Capability Officer Global Capability Centres organisation of about 1,875 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 a multi-site consolidation, with Chief Talent and Capability Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Talent and Capability Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the finance-services hub; remove reconciliations that obscure accountability.
• Have changed an executive structure and workforce economics while sustaining critical talent and employee relations in mandate 226.
• Build the Chief Talent and Capability 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 critical capability shortages constraining execution of the investment plan, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Talent and Capability 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 verified capability supply, internal mobility and leadership depth, 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 Chief Talent and Capability 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 Chief Talent and Capability 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 Chief Talent and Capability 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 Chief Talent and Capability Officer’s direct reports.
• A quantified Chief Talent and Capability Officer-owned improvement in the finance-services hub operating constraint behind a multi-site consolidation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 226: 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 Chief Talent Officer, Learning and Capability Head or Deputy CHRO in a privately held Global Capability Centres or adjacent enterprise. In relation to the finance-services hub, your Chief Talent and Capability 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 Chief Talent and Capability Officer brief.

As a Chief Talent and Capability 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 MX$1,850 million and led an organisation of at least 1,325 people.

For mandate 226, the board wants two transitions: a difficult finance-services hub portfolio choice and a leadership-system change during a multi-site consolidation. As the prospective Chief Talent and Capability Officer for this finance-services hub, you must challenge optimistic cases and still create followership. References for mandate 226 must distinguish your contribution from the institution around you.

The Chief Talent and Capability Officer must be based in Mexico City; 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 Chief Talent Officer, Learning and Capability Head or Deputy CHRO, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Chief Talent and Capability Officer ownership of at least MX$1,850 million and leadership of no fewer than 1,325 employees in a comparable finance-services hub context.
• One completed Global Capability Centres or adjacent-sector example of critical capability shortages constraining execution of the investment plan 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 Chief Talent and Capability Officer-level finance-services hub consequences will not meet the bar.
• Willingness to meet the Mexico City location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 226.

Compensation and terms

The anticipated Chief Talent and Capability Officer package is MX$6.5–8.5 million base + annual incentive, calibrated to the final finance-services hub scope and the candidate’s current mix. Any long-term participation for mandate 226 follows standard vesting and performance conditions. The Chief Talent and Capability Officer appointment in Mexico City, 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 226.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 226. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 226.