Regional Chief Human Resources Officer — Engineering Centre

The mandate

A change in the economics of the sector has made urgent a regional operating-model shift requiring new leadership and workforce choices within a listed multinational global-capability-centre network. The immediate arena is the engineering centre during a chargeback-model redesign. For mandate 225, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Regional Chief Human Resources Officer operating perimeter covers approximately HUF 2,600 million in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The Regional Chief Human Resources Officer Global Capability Centres remit carries direct influence over roughly 925 colleagues and third-party capacity.

The board and its investment committee want a Regional Chief Human Resources Officer who can convert ambiguity into a short list of explicit choices for the engineering centre. The Regional Chief Human Resources Officer Global Capability Centres seat must resolve a chargeback-model redesign, while preserving the underlying strengths of the engineering centre. For mandate 225, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Regional Chief Human Resources Officer’s first year on the engineering centre is expected to end with leadership supply, workforce affordability and consistent employee relations. In mandate 225, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Regional Chief Human Resources Officer — Engineering Centre seat, established because a chargeback-model redesign now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the engineering centre, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the Regional Chief Human Resources Officer value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately HUF 2,600 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the Regional Chief Human Resources Officer Global Capability Centres organisation of about 925 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a chargeback-model redesign, with Regional Chief Human Resources Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Regional Chief Human Resources Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the engineering centre; remove reconciliations that obscure accountability.
• Have changed an executive structure and workforce economics while sustaining critical talent and employee relations in mandate 225.
• Build the Regional Chief Human Resources Officer’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre baseline, meet the 30 stakeholders most consequential to a regional operating-model shift requiring new leadership and workforce choices, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Regional Chief Human Resources Officer portfolio and organisation choices for the engineering centre, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable engineering centre trend against leadership supply, workforce affordability and consistent employee relations, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Regional Chief Human Resources Officer’s agreed first-year engineering centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Regional Chief Human Resources Officer forecast that remains decision-useful across three consecutive quarters and reconciles the engineering centre’s operating, cash, customer and people assumptions.
• Closure of the Regional Chief Human Resources Officer mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre talent and ready-now successors for at least 70% of the Regional Chief Human Resources Officer’s direct reports.
• A quantified Regional Chief Human Resources Officer-owned improvement in the engineering centre operating constraint behind a chargeback-model redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 225: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Regional CHRO, People Director or Business HR Vice President in a listed Global Capability Centres or adjacent enterprise. In relation to the engineering centre, your Regional Chief Human Resources Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from GCCs, shared services, enterprise technology, business services or multinational operations will be considered where the operating model, customer stakes and governance intensity match this Regional Chief Human Resources Officer brief.

As a Regional Chief Human Resources Officer candidate, you bring 18–22 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of HUF 1,500 million and led an organisation of at least 650 people.

For mandate 225, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a chargeback-model redesign. As the prospective Regional Chief Human Resources Officer for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 225 must distinguish your contribution from the institution around you.

The Regional Chief Human Resources Officer must be based in Budapest; international relocation is supported, but this Global Capability Centres role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Regional CHRO, People Director or Business HR Vice President, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven Regional Chief Human Resources Officer ownership of at least HUF 1,500 million and leadership of no fewer than 650 employees in a comparable engineering centre context.
• One completed Global Capability Centres or adjacent-sector example of a regional operating-model shift requiring new leadership and workforce choices with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks Regional Chief Human Resources Officer-level engineering centre consequences will not meet the bar.
• Willingness to meet the Budapest location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 225.

Compensation and terms

The anticipated Regional Chief Human Resources Officer package is HUF 95–130 million base + annual incentive, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 225 follows standard vesting and performance conditions. The Regional Chief Human Resources Officer appointment in Budapest, centred on the engineering centre, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 225.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 225. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 225.