EVP – Operations Transformation — Finance-Services Hub

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned multinational global-capability-centre network. The immediate arena is the finance-services hub during a chargeback-model redesign. For mandate 208, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹2,450 crore in annual global services budget, with activity spanning several finance-services hub customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Global Capability Centres remit carries direct influence over roughly 2,300 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the finance-services hub. The EVP – Operations Transformation Global Capability Centres seat must resolve a chargeback-model redesign, while preserving the underlying strengths of the finance-services hub. For mandate 208, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the finance-services hub is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 208, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the EVP – Operations Transformation — Finance-Services Hub seat following an accelerated leadership transition. Interim accountability is in place for the finance-services hub, but the board wants a permanent appointment within 6–8 weeks because a chargeback-model redesign cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the EVP – Operations Transformation 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 ₹2,450 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Global Capability Centres organisation of about 2,300 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 chargeback-model redesign, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the finance-services hub; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 208.
• Build the EVP – Operations Transformation’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 an operations reset after service and cost drift, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Operations Transformation 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 stable delivery, structurally lower cost and accountable operating rhythms, 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 EVP – Operations Transformation’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 EVP – Operations Transformation 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 EVP – Operations Transformation 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 EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the finance-services hub operating constraint behind a chargeback-model redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 208: 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 EVP Operations, COO or Transformation Director in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the finance-services hub, your EVP – Operations Transformation 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 EVP – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,400 crore and led an organisation of at least 1,600 people.

For mandate 208, the board wants two transitions: a difficult finance-services hub portfolio choice and a leadership-system change during a chargeback-model redesign. As the prospective EVP – Operations Transformation for this finance-services hub, you must challenge optimistic cases and still create followership. References for mandate 208 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation role in Global Capability Centres is based in Pune; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹1,400 crore and leadership of no fewer than 1,600 employees in a comparable finance-services hub context.
• One completed Global Capability Centres or adjacent-sector example of an operations reset after service and cost drift 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 EVP – Operations Transformation-level finance-services hub consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 208.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final finance-services hub scope and the candidate’s current mix. Any long-term participation for mandate 208 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Pune, 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 208.

Confidentiality

This search is being conducted without naming the client for mandate 208. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 208.