Business Line Chief Financial Officer, Enterprise Technology Services — Delivery Economics

The mandate

Technology delivery contracts can deteriorate before their reported margins make the problem obvious. Work remaining, customer-requested changes and resource assumptions evolve in different systems, while finance reviews often focus on costs already incurred. The business line CFO will own full financial leadership across a defined international services perimeter, bringing those signals into executive decisions. The objective is a reliable view of delivery economics that distinguishes genuinely improved performance from a favourable current result created by underestimating the effort still required to fulfil the agreed commercial obligation.

This is open-ended employment. The first eighteen months will establish stronger contract forecasting, finance decision standards and leadership capability across forty-two professionals. Hyderabad is the hybrid base, with planned customer and delivery-site reviews. The CFO owns business-line budgets, management reporting, operating financial controls and finance recommendation on commercial commitments. Group controllers retain statutory accounts and treasury retains financing execution, while technical delivery leaders determine feasible effort and operating plans. The business-line seat carries full accountability within that perimeter rather than informal oversight dependent on decisions from an absent senior counterpart.

Authority covers approved finance resources, supported forecast judgements and commercial finance exceptions within delegation. Material contract commitments, customer settlements and investment increases require authorised executive approval. Legal owners assess contract consequences and controllers validate financial treatment. The CFO must test delivery estimates with technical leaders without claiming to determine software effort independently. Where a predictive tool signals exposure, the team needs to understand the supporting evidence and uncertainty before changing the financial view or presenting an apparently precise loss estimate to executive governance.

The continuing remit includes portfolio plans, contract challenge and development of finance leadership. It excludes technology architecture, project scheduling and ownership of customer delivery. Successful operation should produce early decisions on scope, resources or escalation, not only a more elaborate explanation after margin has fallen. Directors expect evidence linking a changed estimate to the actual obligation and a named operating action. The CFO should also recognise improved delivery credibly, avoiding a control culture in which every favourable estimate is distrusted while unsupported conservative assumptions conceal available capacity or distort investment choices.

What you will own

• Establish contract economic reviews joining incurred cost, approved scope and credible work remaining, identifying where an apparent margin improvement reflects a changed estimate rather than verified delivery performance.
• Govern business-line forecast standards with technical and commercial owners, requiring source evidence for material effort or price assumptions and preserving qualified accounting conclusions when management economics differ from statutory treatment.
• Decide finance priorities and supported commercial exceptions within delegation, escalating material commitments with alternatives that show the consequence of continuing, narrowing scope or changing the funded resource plan.
• Challenge customer change economics before additional work becomes embedded, distinguishing authorised scope, negotiated recovery and requested activity whose financial rights remain unresolved despite operational pressure to proceed.
• Lead portfolio scenarios around delivery exposure and resource commitments, making uncertainty visible and translating specialist estimates into executive financial choices without claiming authority over software architecture or project scheduling.
• Govern finance use of predictive outputs through explainable inputs and human review, investigating material signals before a model result changes the reported outlook or substitutes for a responsible technical estimate.
• Develop business-finance leaders who can sustain contract challenge and clear executive communication, preserving decision history and reducing dependence on private calculations understood only by the CFO or one specialist partner.

Candidate qualifications

• Demonstrate senior technology-services business finance or business-controlling responsibility with owned P&L and planning decisions. Deputy-CFO or equivalent leadership can establish readiness for this full business-line seat. Within a twelve-to-eighteen-year finance career, show a material delivery estimate or commercial change you personally challenged, identifying the technical evidence, financial judgement and executive decision rather than attributing a portfolio margin result generally to your presence.
• Bring strong management-accounting, forecasting and contract-economic competence supported by relevant professional preparation or substantial equivalent senior practice. Explain how incurred cost, work remaining and contractual scope combined in a judgement that changed the outlook. You must recognise where qualified controller or legal input is necessary, maintaining the distinction among operating estimate, management economics and authoritative treatment in the company's statutory records.
• Have used digital finance, predictive analysis or reengineered workflows to improve decision evidence, not merely report preparation speed. Describe a misleading signal or apparently precise estimate whose limitations you identified with the actual operating owner. The role requires intelligent use of technology while preserving accountable human judgement; a platform credential alone cannot replace proof that a resulting finance recommendation was reliable and actionable.
• Have led specialists and challenged delivery and commercial executives constructively when their incentives differed. Show both an adverse estimate you escalated and a justified favourable change you accepted. The appointment requires direct Hyderabad leadership, planned international interfaces and confidentiality around customer work. Full finance responsibility includes developing managers who can sustain the method independently while respecting technical delivery and group governance boundaries.

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 12 October 2026. Mandate reference CVU-PER-2026-IND-261.