Regional Senior Vice President, Infrastructure Service Finance — Contract Cash and Operating Commitments

The mandate

Three infrastructure and transportation support-service companies report acceptable operating margins while their cash position depends on customer certification, deductions and service obligations recorded in separate places. Regional leadership cannot consistently tell whether weaker collection reflects a timing issue, a disputed claim or a continuing operating commitment that the commercial case underestimated. The Regional Senior Vice President will own the finance connection between those facts, giving entity leaders a dependable basis for contractual cash and performance decisions.

The remit concerns operating service companies rather than the financing of an entire infrastructure development. Finance must know which work has been delivered, what customer evidence supports billing and which deductions or unresolved conditions affect the expected receipt. Service owners certify their own performance, commercial teams manage customer relationships and qualified advisers interpret contested terms. The regional SVP obtains those conclusions and makes their financial effect visible, without assuming that a raised invoice alone proves a near-term cash inflow.

Operating commitments require a similar distinction. Staff, leased resources and supplier arrangements may remain payable when a contract's activity falls, while some costs vary with actual service demand. An apparent margin improvement can result from delayed maintenance or an allocation movement rather than a sustainable change. The finance leader will reconcile the performance view to obligations and records, test the reason for a change and avoid treating a contractual cash delay as automatically solvable through another optimistic operating forecast.

The Regional Senior Vice President leads eighteen finance practitioners and determines operating finance review, entity-control priorities and cash recommendations within delegation. Material customer concessions, capital commitments and changes to funding arrangements require the authorised managing-director or group route. Technical service certification, asset maintenance decisions and legal settlement remain separately owned. The role cannot guarantee a customer recovery, approve construction safety or independently negotiate financing for an unrelated project outside the service-company perimeter.

This is permanent, open-ended employment, beginning with an eighteen-month agenda to establish accepted collection assumptions, commitment visibility and effective entity finance leadership. In the first year, material receipts should have a clear evidence state and significant cost changes an accountable explanation. The later stage develops managers who sustain those reviews locally. Continuing regional stewardship responds to new contracts and operating conditions, ensuring service growth is assessed through credible cash and commitment evidence rather than only the reported margin.

What you will own

• Establish a collection-condition register for material service contracts, distinguishing delivered work, accepted billing and disputed or conditional receipts before the amounts support regional cash recommendations.
• Decide the operating finance review priorities through cash significance and evidence weakness, concentrating management attention on contractual conditions and commitments that change the entity's available financial choices.
• Reconcile reported contract contribution to staff, resource and supplier obligations, making fixed commitments and genuinely variable expenditure visible when service activity or customer demand changes.
• Challenge material deductions and recovery assumptions with commercial and qualified contract owners, recording the verified facts and unresolved questions without asserting that incurred service cost creates enforceable entitlement.
• Build entity cash and commitment reviews that reconcile to accounting records, preventing performance models from silently changing the accepted treatment of obligations or unsupported customer balances.
• Present continuation, revision or controlled-expansion alternatives for service assignments, showing the cash conditions and residual obligations that authorised leaders must consider before committing additional resources.
• Develop finance managers through customer-condition and cost-behaviour reviews, testing their ability to explain a contract's financial position independently while preserving technical and commercial decision boundaries.

Candidate qualifications

• Demonstrate substantial senior finance-control, operating finance or controllership responsibility in infrastructure, transportation or comparable contracted services. Explain a financial position whose reported margin did not describe its collection or commitment exposure, the records you personally inspected and the decision influenced. Evidence should show accountable finance leadership and practical operating understanding rather than a project model prepared without access to the relevant service facts.
• Bring disciplined working-capital and accounting judgement, including the difference between a billed balance, an accepted claim and a dependable receipt. Describe an expected collection changed by certification, deduction or dispute evidence, and how you obtained the required commercial or specialist conclusion. The regional SVP must interpret its financial consequence accurately while leaving formal contract opinions and customer settlement authority with the qualified owners.
• Show a usable method for cost behaviour and operating commitments, supported by reconciliation to source records. Explain a saving that proved less realisable than initially claimed, the fixed or retained obligation involved and how the performance recommendation changed. Evidence-based finance challenge must use accepted service facts and qualified owner input, with technical teams retaining responsibility for the asset's operating method and engineering conclusions.
• Establish a record of developing finance practitioners and influencing service and commercial managers across entities. Give a difficult cash or contract-performance recommendation you maintained, the approval route respected and the follow-up that tested its assumptions. Regional accountability requires honest residual issues, timely escalation and managers who can sustain the review locally rather than rely on central finance to reconstruct every conclusion before a decision.

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-089.