Senior Vice President, Finance Governance — Secured Lending

The mandate

A secured non-bank lending business is growing across products whose financial reporting depends on information from origination, servicing and collections. Its accounting and policy teams have developed capable local routines, but control ownership across the chain is not consistently documented. The SVP will become the permanent finance-governance leader, ensuring that material accounting conclusions and management reports rest on supported portfolio evidence rather than untested assumptions at the end of the close.

Twenty-seven staff cover accounting, policy and finance controls. The SVP will set review standards, assign finance control owners and approve routine treatments within delegated policy. Independent credit-risk judgement, loan sanctioning and qualified legal interpretation remain outside the seat. Material policy changes and significant estimates require CFO and authorised governance approval. The role must make the distinction between finance evidence, risk input and executive approval explicit enough to survive independent review.

Employment is open-ended, with an initial eighteen-month agenda for financial integrity, exception resolution and executive reporting. Mumbai is the onsite base, supported by selective servicing and regional finance reviews. The leader should examine how portfolio events reach accounting rather than assume an automated interface proves their meaning is correct. Repeated reconciliation differences require root-cause decisions with source teams, not a permanent habit of close-time adjustments.

The enduring output is a finance-governance system that can support growth without increasing dependence on undocumented senior judgement. It will include supported estimates, policy interpretation records and clear escalation of incomplete evidence. Commercial lending strategy, collateral enforcement and credit model validation are excluded. Finance will obtain the specialist conclusions it needs and explain their reporting implications, while refusing to turn an unresolved portfolio fact into a convenient final accounting answer.

What you will own

• Establish a finance control map from portfolio events to accounting and management reporting, naming input owners, review evidence and escalation routes where incomplete servicing information affects material financial conclusions.
• Decide routine accounting interpretations within approved policy, documenting the evidence and specialist input while reserving material changes or uncertain significant estimates for the CFO and authorised governance forum.
• Govern reconciliation exceptions by separating timing, source-data error and substantive treatment differences, assigning root-cause decisions that prevent the same unsupported adjustments from recurring at every monthly close.
• Build executive financial reports with traceable portfolio explanations, ensuring that management can distinguish business performance from material estimates, classification changes or unresolved information limitations.
• Present financial-control issues to the CFO and audit committee with practical corrective decisions and residual risk, testing whether remediation changes the source process rather than merely clearing the latest review finding.
• Develop policy and accounting managers who can exercise sound delegated judgement, maintain technical records and challenge inadequate evidence without relying on the SVP to personally resolve every difficult transaction.

Candidate qualifications

• Demonstrate 18–22 years in finance with VP-level or equivalent responsibility for finance and accounts in an NBFC, financial institution or closely related service environment. Bring personal ownership of financial governance, policy or control decisions. The evidence must distinguish your role from independent credit-risk functions and show how you maintained reliable reporting when portfolio information was incomplete or contested.
• Have strong accounting, management reporting and financial-control competence, supported by rigorous finance training or a recognised professional qualification. Explain a material interpretation or estimate that required source evidence and specialist consultation. This seat does not demand statutory auditor status, but the candidate must understand the limits of finance judgement and preserve qualified risk or legal conclusions where they are necessary.
• Show practical experience repairing recurring reconciliation or reporting weaknesses across finance and operational teams. Selection will examine the root cause, the decision you made and whether later closes demonstrated a lasting improvement. A history of producing clean reporting packs through unsupported adjustments is not equivalent to governance capability, even where those packs met all scheduled deadlines.
• Bring leadership of accounting or policy managers, constructive executive challenge and concise communication to governance forums. You must be able to delegate routine treatment, develop technical confidence and escalate uncertainty candidly. Regional or servicing-site engagement is part of the remit because the financial meaning of a portfolio event cannot always be established from the final accounting extract alone.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 8 October 2026. Mandate reference CVU-PER-2026-IND-121.