Interim Technology Services Chief Financial Officer — Customer Cash Autonomy

The mandate

A technology-services spinout has not yet proved independent ownership of its customer-cash and workforce-funding cycle and needs executive finance leadership. The former group still supplies transition information, but its historic treasury intervention cannot remain an assumed backstop. Executive CFO cover begins on 26 October 2026; its fixed nine-month term expires on 26 July 2027, with no extension. A permanent CFO search is approved and runs alongside the cover. The temporary executive must establish a funded operating discipline that the incoming chief can hold, not simply keep asking the former group to resolve each difficult cash week.

The cash question is specific to a services business whose workforce obligations arrive before some customer receipts. Billing can depend on approved timesheets, service acceptance or customer milestones; the responsible entity and collection route must follow the agreed transition arrangements. You will connect supported customer cash to payroll, statutory payments and approved supplier commitments, separating expected receipt from cash already available. Legal and tax owners determine contractual and local requirements; delivery owners provide accepted service evidence. Finance must not assume that a recurring revenue run rate funds payroll when billing remains incomplete or a customer remits to an old collection route.

Sixteen colleagues support approximately 480 service professionals. You decide ordinary cash allocation, supported billing-finance priorities and payment sequencing within approved policy, withholding financial concurrence for new commitments that exceed available authorised funding. The chief executive and oversight committee reserve new borrowing, material commercial concessions and additional workforce commitments; the board approves structural funding and security. The remit excludes renegotiating the spinout transaction, changing software architecture and directing customer delivery. Former-group information may support an analysis, but cannot substitute for the spinout's authorised cash decision or an approved financing agreement.

Handover requires three monthly customer-cash and workforce-funding cycles with verified collection routes, named billing dependencies, funded obligation dates and an owned residual-action record. The permanent successor must then lead a complete liquidity review and payment-priority decision using the retained evidence without interim or informal former-group intervention. Bengaluru is the onsite base with Pune working sessions. External disputes may remain open at exit, but their funding consequence and decision owner must be explicit. The cover ends with a functioning independent finance authority, not a promise that every receivable will be collected or that legal separation alone has established cash autonomy.

What you will own

• Establish the independent customer-cash map from accepted service and billing evidence to the authorised collection route, identifying transition dependencies before expected receipts enter the workforce-funding decision.
• Decide ordinary liquidity and payment priorities within delegation through verified cash and supported obligation dates, protecting payroll and statutory requirements without assuming an informal former-group transfer will cover the gap.
• Set finance concurrence for new service commitments against available approved funding, escalating additional borrowing or workforce obligations to the appropriate governance owner rather than financing growth through optimistic collection timing.
• Restore billing-finance escalation where service evidence or collection routing is incomplete, distinguishing delivery confirmation, contractual responsibility and receipt so processing status does not masquerade as usable cash.
• Build a rolling funded-obligation view that retains unsupported receipts and approved financing separately, showing executives the consequence of delayed customer action without changing legal or tax conclusions independently.
• Develop finance and treasury deputies through three monthly operating cycles, requiring them to explain collection dependencies and payment choices without relying on former-group contacts to reconstruct the spinout's authority.
• Transfer the CFO's liquidity institution through a successor-led review and payment-priority decision, securing acceptance of residual exposures and withdrawing temporary involvement before the fixed nine-month term ends.

Candidate qualifications

• Describe finance leadership in IT services, BPM, technology-enabled professional work or comparable recurring service delivery where customer cash and workforce obligations required explicit prioritisation. Identify the service evidence, billing condition and funding decision you personally owned. Comparable transition or multi-entity responsibility is relevant when it shows rigorous cash authority; the proof must establish actual executive judgement rather than only preparation of a receipt forecast or management of a collection queue.
• Show how you established an independent financial decision when ownership or operating responsibility changed. Explain an assumed funding backstop or customer collection route you questioned, the approved evidence you obtained and the retained decision owner. The candidate must distinguish access to former-group information from authority to use its cash, and avoid treating transaction completion or recurring revenue as proof that the new business can fund its obligations on time.
• Bring 22–28 years in business finance, FP&A, controllership or virtual CFO practice with substantial senior leadership and applied professional finance competence. You must lead managers, exercise bounded cash authority and coordinate qualified legal, tax and accounting inputs. The interim CFO role demands a maintained operating finance institution while preserving chief executive and board powers over borrowing, structural funding, commercial exceptions and workforce commitments beyond delegation.
• Be available onsite from 26 October for five weekly days, with planned service-team sessions. Demonstrate a handover in which the successor independently made a cash or funding-priority decision using maintained evidence, including openly unresolved exposures. Secure customer information, calm challenge and written authority are necessary. The assignment must end without continued informal interim support and without promising collections or external financing outcomes that the temporary CFO cannot control.

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 10 October 2026. Mandate reference CVU-INT-2026-IND-179.