Senior Director Procure-to-Pay — Financial Information Supplier Integrity

The mandate

A financial-information platform is establishing a senior procure-to-pay seat because supplier identities and invoice approvals no longer form a dependable control chain across its purchasing entities. Research content, market data, cloud services and contingent specialists enter through different onboarding routes. Supplier records can be valid individually yet represent duplicate or incorrectly linked relationships. This open-ended appointment starts with an eighteen-month agenda to restore supplier integrity and disciplined settlement, then continues as the enterprise owner of the procure-to-pay operating standard.

The first task is to determine which evidence proves a supplier's identity, contractual entitlement and permitted settlement destination. A purchase order alone does not establish that a recurring data subscription remains authorised, while an approved invoice does not justify a bank-detail change. You will separate relationship ownership, service confirmation and payable processing so the same individual cannot create an apparent obligation and accelerate its payment unchecked. Controls must recognise legitimate urgent purchases without turning urgency into a permanent exemption from verification.

Five managers and 120 colleagues cover master data, invoice controls and operations. You set the service model, control thresholds and escalation routes, and can suspend processing where required evidence is absent. Procurement owns sourcing and contract negotiation; business owners confirm receipt; treasury owns bank execution and funding. Entity controllers determine accounting and local compliance positions. Material changes to delegation or risk acceptance require the global finance operations executive's approval. Internal audit remains independent and does not become the operational owner of exceptions discovered through testing.

Success will be visible in fewer duplicate relationships, controlled changes to payment destinations and a backlog whose causes are attributable to specific owners. Speed measures must distinguish invoices received without necessary evidence from work delayed inside the service centre. The second planning cycle should fund the right mix of prevention, exception handling and specialist review rather than simply demand a higher automated-processing percentage. Bengaluru is the leadership base, with scheduled overseas workshops and protected time to coach managers who must exercise judgement instead of forwarding every unusual case upward.

What you will own

• Establish supplier-identity controls using legal-entity, contract and settlement evidence, defining how potential duplicate relationships are reviewed before operational teams merge records or release blocked invoices.
• Determine bank-detail change requirements with treasury and purchasing owners, preserving independent verification and an auditable approval path when a legitimate supplier requests urgent settlement redirection.
• Set invoice-exception priorities according to entitlement uncertainty, supplier criticality and elapsed ownership, preventing high-value unsupported claims from receiving automatic precedence merely because their requestor escalates loudly.
• Build a recurring-obligation review for data, software and professional services that links renewal authority, service confirmation and invoice schedules before obsolete subscriptions continue through routine payment runs.
• Decide service-performance definitions that separate missing business inputs from internal processing delay, assigning corrective actions to purchasing, receipt confirmation or payable teams on the basis of transaction evidence.
• Authorise operational control improvements within the approved delegation, requiring managers to demonstrate their effectiveness through subsequent supplier changes and invoices rather than completed training records alone.
• Develop the five-manager succession bench through supplier-risk judgement reviews, delegating ordinary exceptions with documented examples while retaining escalation for material identity or settlement uncertainty.

Candidate qualifications

• Supplier and payable control leadership must be demonstrated through a case in which you changed an operating decision, not merely identified a discrepancy. Explain how you established whether duplicate records, invoice entitlement or a payment-destination request was legitimate, who supplied independent evidence and how the revised control remained practical for high-volume users under commercial pressure.
• Bring a 22–28-year career in finance operations or shared services, including head-of-function accountability across several entities. Financial services, technology or information-business exposure should give you an informed view of recurring subscriptions and specialist suppliers. Show the scale you led directly, the managers you developed and decisions you could make without asking an enterprise CFO to arbitrate every exception.
• Demonstrate ERP and supplier-master transformation experience grounded in ownership, access rights and traceable records. You must distinguish a matching rule from proof of supplier identity and explain how preventive controls interact with invoice workflow. A high touchless-processing score is insufficient unless you can account for overrides, blocked obligations and the risk displaced into downstream payment activity.
• Evidence collaboration with procurement, treasury and controllers where each retained its professional authority. Your work should include meaningful service measures and working-capital judgement without presenting delayed legitimate payments as control success. Strong finance training or equivalent technical depth is required; a particular accounting designation is not a substitute for the supplier-integrity and distributed-team evidence this seat needs.

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 13 October 2026. Mandate reference CVU-PER-2026-IND-126.