Finance Services Queue and Delivery Control — Interim Operations Manager

The mandate

The interim will hold the manager-level seat across record-to-report, procure-to-pay and order-to-cash handoffs. The task is to stabilise delivery and escalation evidence, not become a finance director or assume authority over accounting policy and customer business decisions.

The operating bridge starts on 19 October 2026 for nine months while a permanent manager is recruited. Gurugram is the primary base, with onsite team coordination and remote service-owner reviews. The opening month establishes queue and capacity definitions; the final six weeks require the successor to manage daily prioritisation and a difficult service escalation without the interim supplying hidden workarounds.

Handover means queue status, ageing, capacity and service obligations reconcile to a usable operating record. The successor must distinguish throughput improvement from deferred rework or unreviewed exceptions and run one weekly capacity review independently. Open customer or accounting decisions remain visible with retained owners rather than being described as delivery recovery because a queue count fell.

The manager may allocate existing staff within approved rosters, sequence work and approve budgeted operating support up to ₹2 lakh. Changes to service contracts, permanent staffing, accounting policy and customer payment or collection decisions remain with authorised directors or business owners. The interim cannot waive control review or invent an accounting conclusion to meet a service deadline.

Out of scope are enterprise transformation strategy, technology procurement and statutory reporting sign-off. Lean or automation ideas may be proposed but require approval before production use. Five days weekly are covered by the day rate, with any exceptional travel separately agreed. No promotion, automatic permanent conversion or guaranteed customer service result is attached to this bounded management appointment.

What you will own

• Establish the service queue baseline with agreed ageing and completion definitions, identifying hidden rework or review dependencies before management treats processed volume as evidence of delivery recovery.
• Decide daily work sequencing within approved service priorities, keeping accounting and customer decisions with retained owners instead of allowing deadline pressure to justify unsupported operational or financial conclusions.
• Allocate existing team capacity through transparent roster and workload evidence, separating temporary backlog clearance from changes that would require permanent staffing or revised contractual approval.
• Direct team leads through a weekly service-control review, retaining source evidence and escalation history rather than presenting aggregate queue reduction without the quality or rework consequence.
• Challenge process improvement proposals through controlled samples and authorised review, preventing unapproved automation or lean changes from bypassing finance controls while improving apparent throughput or turnaround performance.
• Escalate customer and service-level conflicts with viable sequencing options, preserving director approval of contract changes and accounting owners' authority over unresolved technical finance exceptions.
• Transfer daily and weekly delivery routines through successor-led prioritisation, capacity and escalation reviews, accepted definitions and an open-issue register that identifies retained customer or accounting decisions.

Candidate qualifications

• Demonstrate manager-level finance-services delivery responsibility across relevant R2R, P2P or O2C operations. Provide a queue or capacity decision personally owned and identify matters retained by directors or accounting owners. Show how you resolved competing service-stream priorities within delegated resources, with escalation when the available capacity could not satisfy every approved obligation.
• Show understanding of finance process handoffs, reconciliation and review dependencies sufficient to distinguish a completed transaction from an accepted output. Explain a deadline you challenged because control or customer evidence was missing. Candidates must recognise the boundary of accounting policy and customer payment decisions, preserving authorised specialist and business ownership.
• Evidence lean, analytical or automation practice through a controlled improvement that maintained quality and reviewability. Bring a redacted case showing rework, capacity and service outcomes before and after the change. Certifications are useful only alongside practical method; no particular software stack or permission to deploy production automation is assumed.
• Establish twelve years of relevant experience, responsible team coordination and a handover another manager could operate. Show roster rules, escalation thresholds and open issues retained honestly. Provide evidence that a successor recognised an unresolved customer or accounting dependency and routed it correctly rather than concealing the issue through reprioritisation or reporting changes.

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 9 October 2026. Mandate reference PCT-INT-2026-IND-39.