Chief Financial Officer – Transformation — Transaction-Banking Franchise

The mandate

An institutionally backed transaction-banking franchise requires a CFO to complete its finance transformation and achieve consistent performance visibility. Product reports must converge on balances, liquidity value, service cost and operational loss; working capital remains trapped in reconciliations and settlement processes; client economics require integrated treatment across the portfolio. The next planning cycle requires a CFO who will make the transformation change decisions, not simply systems.

The CFO – Transformation will steward approximately ₹72,100 crore in loans and deposits and lead about 1,250 employees and material partners. Scope includes controllership, planning, treasury interfaces, commercial finance, finance operations, data and the change portfolio. The role reports to the Group Chief Executive and relevant board committee.

Transaction-banking economics should connect balances, fees, liquidity, limits, service intensity, exceptions and risk. A client can appear profitable while consuming manual operations or unstable deposits. The CFO will create an authoritative client and product view and use it in pricing, investment and portfolio decisions.

The clean close is foundational. Material journals, reconciliations, suspense and inter-system breaks need accountable elimination. Transformation workstreams should be judged by the decision or control they improve; projects without a measurable benefit owner should stop.

Working capital release must be sustainable. Settlement timing, collateral, receivables and vendor terms need operating owners, not a temporary finance push. Asset-quality evidence should alter forecasts, provisioning and commercial choices early.

Pricing governance should use the same economics. Relationship exceptions need owners, expiry and observable wider value. Finance operating design must decide which work remains close to clients and which is standardised. Automation counts only when journals, spreadsheets or manual controls end. Scenario analysis should connect client concentration, payment disruption, deposit withdrawal and credit deterioration. Vendors require outcomes, knowledge transfer and exit. Monthly information must surface behavioural change before quarterly averages conceal it. Talent development should produce successors able to move between product, operations and central finance, while remaining manual controls receive documented inputs, review standards, contingency and retirement dates.

Finance operating design is part of the mandate. Product finance, controllership and shared operations currently duplicate reconciliation while leaving ownership gaps. The CFO will decide which work belongs close to clients and which should be standardised, then align skills and service expectations. Automation counts only when journals, spreadsheets or manual controls end. Scenario analysis should connect client concentration, payment disruption, deposit withdrawal and credit deterioration. Vendors need outcomes, knowledge transfer and exit conditions. Benefits will continue to be measured after project closure so cost moved elsewhere is not reported as release.

Why this seat is open

This is a planned replacement with the incumbent supporting structured handover. The board has allowed four to six months for assessment and diligence while preserving reporting and transformation continuity.

What you will own

• Create client and product economics across balances, liquidity, fees, service and risk.
• Steward ₹72,100 crore of loans, deposits, cash and forecasts.
• Secure close, substantiation, regulatory reporting and finance data lineage.
• Rebase transformation around decision, control and cash outcomes.
• Release working capital through permanent operating changes.
• Connect asset-quality signals to provision, forecast and commercial action.
• Lead 1,250 employees and partners with stronger finance-operations succession.
• Give the board transparent benefits, dependencies and stop decisions.

The first 12 months

In the first 90 days, secure critical reporting and reconcile the largest product and client differences. Meet the 30 stakeholders central to visibility, including relationship teams, operations, treasury, risk, auditors and technology. Review material suspense and transformation claims, assess leadership and agree board gates for funding and closure.

Months four to nine should launch authoritative economics, eliminate priority reconciliations and stop or reshape weak workstreams. Fill leadership gaps and embed working-capital ownership outside finance. The first value should appear through a faster clean close, released cash, more accurate pricing or an asset-quality decision taken earlier.

By year end, clean close, decision-quality economics and released working capital should be repeatable. The value case must land within 10% of baseline, and forecasts should reconcile balances, cash, customers and people over three quarters. Priority issues need independent closure evidence; severe escalations cannot age beyond 30 days.

What the board will measure

• Close speed, material adjustments, suspense and reconciliation reduction.
• Client and product contribution after liquidity, service and risk cost.
• Working capital released and sustained by named operating owners.
• Transformation spend tied to observable decisions and controls.
• Keep pivotal finance attrition below one in ten and establish immediate cover across seven in ten direct-report roles.
• Quantified improvement in performance visibility with clean data ownership.

The person

You are a Bank CFO, Transformation CFO or senior finance executive with 22–28 years in regulated banking. You have signed or directly owned board financial statements and delivered finance change in a transaction-intensive environment.

Your P&L, book, budget or portfolio has been at least ₹41,800 crore, and you have led 875 or more people; the present perimeter is approximately 1,250. You can evidence a finance transformation whose close, cash and decision benefits endured over two reporting periods.

You can challenge technology activity, commercial overlays and finance-owned workarounds while protecting control. You distinguish cash released once from a structural working-capital improvement.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Chennai role is onsite and can accommodate notice of up to six months.

Confidentiality

The bank, transformation and succession will be discussed only under confidentiality. Published values and events are composite.