EVP – Strategy and Portfolio — Multi-Function Shared-Services Network

The mandate

The enterprise is entering a phase in which leadership must resolve portfolio choices that have remained unresolved across planning cycles within a privately held multinational global-capability-centre network. The immediate arena is the multi-function shared-services network during an attrition and capability gap. For mandate 206, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Strategy and Portfolio operating perimeter covers approximately ₹3,200 crore in annual global services budget, with activity spanning several multi-function shared-services network customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Global Capability Centres remit carries direct influence over roughly 2,900 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Strategy and Portfolio who can convert ambiguity into a short list of explicit choices for the multi-function shared-services network. The EVP – Strategy and Portfolio Global Capability Centres seat must resolve an attrition and capability gap, while preserving the underlying strengths of the multi-function shared-services network. For mandate 206, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Strategy and Portfolio’s first year on the multi-function shared-services network is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 206, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The EVP – Strategy and Portfolio — Multi-Function Shared-Services Network requirement was not included in the approved hiring calendar. It became urgent after an attrition and capability gap created an immediate need for one accountable owner of the multi-function shared-services network. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the EVP – Strategy and Portfolio value-creation thesis for the multi-function shared-services network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,200 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Global Capability Centres organisation of about 2,900 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the multi-function shared-services network economics and execution constraints created by an attrition and capability gap, with EVP – Strategy and Portfolio-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Strategy and Portfolio operating review across commercial, customer, financial, people, technology and risk outcomes for the multi-function shared-services network; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 206.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the multi-function shared-services network, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the multi-function shared-services network baseline, meet the 30 stakeholders most consequential to portfolio choices that have remained unresolved across planning cycles, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Strategy and Portfolio portfolio and organisation choices for the multi-function shared-services network, 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 multi-function shared-services network trend against decisive capital allocation and a sequenced growth agenda, 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 EVP – Strategy and Portfolio’s agreed first-year multi-function shared-services network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Strategy and Portfolio forecast that remains decision-useful across three consecutive quarters and reconciles the multi-function shared-services network’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority multi-function shared-services network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical multi-function shared-services network talent and ready-now successors for at least 70% of the EVP – Strategy and Portfolio’s direct reports.
• A quantified EVP – Strategy and Portfolio-owned improvement in the multi-function shared-services network operating constraint behind an attrition and capability gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 206: 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 EVP Strategy, Chief Strategy Officer or Portfolio Head in a privately held Global Capability Centres or adjacent enterprise. In relation to the multi-function shared-services network, your EVP – Strategy and Portfolio 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 EVP – Strategy and Portfolio brief.

As a EVP – Strategy and Portfolio candidate, you bring 22–28 years of progressive Global Capability Centres or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,850 crore and led an organisation of at least 2,025 people.

For mandate 206, the board wants two transitions: a difficult multi-function shared-services network portfolio choice and a leadership-system change during an attrition and capability gap. As the prospective EVP – Strategy and Portfolio for this multi-function shared-services network, you must challenge optimistic cases and still create followership. References for mandate 206 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Global Capability Centres is based in Bengaluru; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Strategy, Chief Strategy Officer or Portfolio Head, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹1,850 crore and leadership of no fewer than 2,025 employees in a comparable multi-function shared-services network context.
• One completed Global Capability Centres or adjacent-sector example of portfolio choices that have remained unresolved across planning cycles 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 EVP – Strategy and Portfolio-level multi-function shared-services network consequences will not meet the bar.
• Willingness to meet the Bengaluru location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 206.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final multi-function shared-services network scope and the candidate’s current mix. Any long-term participation for mandate 206 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Bengaluru, centred on the multi-function shared-services network, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 206.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 206. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 206.