Senior Vice President, Banking Change Investment Finance

The mandate

A banking enterprise is increasing change expenditure across mandatory control programmes and discretionary technology transformation, but its financial reviews still emphasise annual budgets rather than the cost of completing each commitment. Vendor changes, specialist delivery constraints and prolonged parallel operation now alter the portfolio's economics. This Senior Vice President establishes accountable finance leadership for those connected change-investment decisions.

The position is permanent and open-ended, with an initial eighteen-month agenda covering programme cost-to-complete, staged funding and benefits evidence. Programme sponsors retain delivery ownership, while this executive determines how their commitments enter the financial outlook. A required regulatory deadline cannot be treated like an optional product enhancement, yet mandatory status does not remove the obligation to challenge an avoidable cost or an unsupported vendor change.

The financial challenge is to understand what changed and what remains necessary. A delayed migration can extend dual-running expense, consume scarce testing capacity and postpone an expected saving simultaneously. Finance must connect that evidence to the approved programme baseline rather than accept a revised completion date with the old benefit case unchanged. Regulatory and risk owners determine the actual control obligation; delivery teams substantiate the implementation path.

The role controls change-finance standards, programme financial challenge and funding-release recommendations within the approved portfolio delegation. Additional strategic commitments, material budget increases and changes to mandatory delivery conditions require authorised steering or board decisions. Treasury retains financing and liquidity policy, independent risk retains control judgements and engineering owns technical acceptance. The finance remit does not include selecting core technology architecture or certifying that a regulatory requirement has been satisfied.

By twelve months, directors should see a credible remaining-cost outlook for material programmes, together with the commitments that cannot be reversed and the alternatives still available. At eighteen months, staged releases should use accepted delivery evidence and benefits should have operating owners able to substantiate them. These are the first performance milestones of a continuing finance leadership role, maintaining disciplined challenge as the bank's transformation portfolio changes.

What you will own

• Establish a remaining-cost register for material change programmes, distinguishing authorised scope, contracted expenditure and uncertain completion work so steering decisions do not rely on an exhausted annual budget baseline.
• Decide the financial evidence standard for vendor change orders, requiring scope comparison, delivery consequence and alternatives before additional charges are recommended for approval through the programme delegation.
• Reconcile migration delays to dual-running expense and deferred benefits, making their combined financial effect visible rather than allowing each programme to retain a saving that depends on an uncompleted transition.
• Set staged funding review requirements linked to accepted delivery evidence, preserving the distinction between financial release conditions and technical or regulatory acceptance owned by the relevant specialists.
• Build a portfolio capacity-cost outlook showing scarce implementation skills and sequencing alternatives, enabling directors to compare the financial consequences of acceleration, deferral or parallel execution realistically.
• Challenge benefit claims through named operating owners and observable cost or revenue evidence, separating committed ambition from realised improvement in the transformation performance record presented to the board.
• Develop programme finance leaders through contested cost-to-complete reviews, strengthening their ability to interrogate sponsor and supplier assumptions while preserving constructive delivery relationships and transparent escalation.

Candidate qualifications

• Demonstrate senior banking FP&A or finance transformation leadership with material exposure to technology or control change portfolios. Identify a programme where you rebuilt the remaining-cost view after delivery assumptions changed, explaining the evidence obtained from sponsors and suppliers and the funding decision that followed rather than simply reporting a budget variance.
• Provide proof of challenging contractual and operating expenditure in a change programme, including vendor scope revisions, migration overlap or specialist capacity constraints. Explain how you distinguished an unavoidable control obligation from a discretionary delivery choice, who confirmed that boundary and how your financial analysis made a credible alternative visible to the approving committee.
• Bring rigorous forecast and benefits judgement under uncertain implementation progress. Relevant evidence includes reconciling approved baselines to cost-to-complete, linking deferred savings to actual transition conditions and tracing benefit claims to operating records. Show a case where apparent programme completion did not justify a financial benefit and how you preserved that distinction in executive reporting.
• Establish credibility leading experienced finance partners and challenging senior programme sponsors constructively. Describe a contested release or change-order recommendation, the decision rights respected and the subsequent delivery outcome. The role requires clear communication of residual uncertainty and disciplined boundaries around engineering, treasury and independent risk responsibilities while sustaining a capable change-finance leadership team.

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-182.