Chief Talent and Capability Officer — Finance-Services Hub

The mandate

Finance-service teams in Mexico City, Monterrey and Guadalajara are being brought into one network after years of separate hiring, training and promotion. Their process portfolios overlap, but role levels, bilingual expectations and professional accreditation do not. Consolidation will move some work and leaders, while other capability must remain near existing talent markets. Employees need credible choices before rumours turn an operating redesign into avoidable loss.

The Chief Talent and Capability Officer will shape talent decisions affecting approximately 1,875 employees and material partners across a services perimeter near MX$8.9 billion. The remit includes workforce planning, skills, acquisition, learning, mobility, career architecture, succession and pivotal retention. Country HR retains employee relations and reward governance; operational executives own service delivery. This leader makes the capability system work across those boundaries.

The hub requires more than a common curriculum. Controls depend on proficient reviewers, English and other language skills shape customer work, and automation will remove tasks that currently train future specialists. The appointee must preserve learning pathways while changing locations and roles, and must refuse unsupported assumptions that employees can simply move or become productive immediately.

Location decisions must recognise practical mobility. Commuting patterns, family obligations and local salary markets differ materially across the three cities, so an offer of nominally equivalent work may still create involuntary loss. The officer will model acceptance and replacement risk by cohort, design remote or rotational options where controls permit and present the full cost of each migration choice. Employees who decline relocation must receive a fair, legally reviewed process rather than being categorised as avoidable attrition.

Why this seat is open

The consolidation decision created an urgent new enterprise capability role with no predecessor. Existing talent leaders are site-based and cannot impartially determine the future system while protecting their local responsibilities. The board seeks an appointment within eight weeks so workforce choices are informed before migration waves and recruiting commitments become irreversible.

What you will own

• Build one inventory of roles, languages, qualifications, proficiency, location and succession across all three sites.
• Define common finance job families while documenting where legal, language or service differences require variation.
• Design mobility and reskilling routes for employees whose work or location changes, with realistic proficiency timelines.
• Rebuild early-career pathways where automation removes traditional learning tasks.
• Direct scarce-skill recruiting against approved future demand rather than competing site forecasts.
• Establish assessment and accreditation for reviewers, controllers, planning specialists and service leaders.
• Identify pivotal talent and make targeted retention decisions without broad, opaque exceptional payments.
• Create leadership succession for the combined hub, including fair assessment across legacy sites.

The first 12 months

The first 60 days will yield a reconciled capability map and attrition-risk view. By day 90, every migration wave should have a skills and learning plan, employees should understand mobility principles and hiring against roles due to disappear should stop. The executive committee will see the true time and cost required for proficiency.

By month eight, common job families and assessments will operate in two priority finance areas. The first reskilling cohort should move into productive work with measured quality, and recruiting teams will use one demand plan. Leadership selection for combined roles will be substantially complete.

At year-end, 90% of employees should map to approved roles and proficiency, internal fills should represent 35% of priority vacancies and pivotal attrition should remain under 9%. Time to proficiency in selected roles should improve by 20%, with no material control issue attributable to premature certification or migration.

What the board will measure

• Capability continuity and employee trust through site and role consolidation.
• Accurate proficiency evidence connected to service control and quality.
• Mobility and reskilling outcomes, including retention after six months in the new role.
• Fair leadership and talent choices across all originating locations.
• Reduced dependence on emergency lateral hiring and exceptional retention payments.

The person

You are a Chief Talent Officer, workforce-capability executive or senior people leader who has integrated skill systems across several locations. You understand regulated finance work and can distinguish course completion from independent proficiency. Relevant experience may come from finance hubs, banking operations, professional services or other credential-dependent global work.

You bring 22–28 years of experience and have covered at least 1,300 employees within an enterprise perimeter above MX$5.1 billion. The board will examine a consolidation where you recommended work remain in a location because capability evidence outweighed nominal cost and a reskilling programme measured after placement.

This Mexico City role is hybrid and requires frequent travel to the other Mexican sites.

Compensation and terms

The base range is MX$6.5–8.5 million with annual incentive. Measures will include capability continuity, proficiency, internal mobility, pivotal retention and successor coverage. Training volume is not an outcome. Final terms reflect relevant scope and current mix, and appointment remains subject to comprehensive referencing and employment checks.

Confidentiality

The site footprints, process moves, employee groups and parent identity are withheld while consultation and design continue. Qualified candidates receive more detail under reciprocal confidentiality. The cities and rounded workforce must not be used to identify or contact a possible employer.