Chief Financial Officer, Insurance Technology Services — Shared Modernisation Investment

The mandate

An insurance technology-services company develops modernisation capabilities across several customer programmes. Some work is funded for a specific insurer, while other investment is justified on the expectation of later reuse. The CFO will own the platform company's full finance function and make that distinction financially dependable. Executives need to see which rights and funding are secured, which benefits depend on future customers and what the business is actually obliged to maintain. A useful technical component does not establish that the company can reuse it commercially or recover its cost through the next programme.

The finance view begins with verified client agreements and qualified technical evidence, not a universal allocation between customer work and platform investment. Legal owners confirm rights and restrictions; technology leaders assess useful reuse and remaining development effort. Controllers determine accounting treatment. The CFO must translate those conclusions into credible operating choices, including a narrower investment where the future commercial case is weak. Finance should avoid both unsupported optimism and a blanket rule that every shared capability must be charged entirely to the first customer.

This is open-ended permanent employment with an initial eighteen-month agenda covering investment evidence, reliable company reporting and leadership development. Twenty-nine professionals report across accounting, platform investment and customer finance. Hyderabad is the hybrid base, with planned international customer interfaces. Delegation includes finance resources, approved cash priorities and financial exceptions within limits. Material capability funding, customer concessions and changes to the investment envelope require executive or board approval. The CFO accepts company-level financial responsibility without taking technical delivery, client contract execution or regulated insurance judgement into the finance hierarchy.

The continuing remit includes budgets, accounts, working-capital discipline and financial challenge of modernisation plans. It excludes insurer underwriting, actuarial valuation and software architecture. Directors expect traceable investment cases that separate confirmed client recovery, retained capability and uncertain future reuse. Where the platform decides to fund a strategic asset, the financial case must state why and preserve the evidence used. Subsequent reviews should explain whether rights, demand or technical usefulness changed, rather than repeatedly shifting costs between programmes to keep each local result aligned with its original promise.

What you will own

• Establish an investment-rights view distinguishing client-funded work, retained capability and future reuse assumptions, linking financial cases to validated agreements and technical evidence rather than accepting a shared-development label as sufficient justification.
• Govern company reporting and investment analysis through qualified controller review, reconciling management views to accounts and documenting why client economics and financial treatment may legitimately follow different evidence and timing.
• Decide approved finance and cash priorities within delegation, escalating additional capability funding or customer concessions with alternatives that make secured recovery and uncertain future benefit visible together.
• Challenge reuse assumptions with legal and technology owners, identifying rights, restrictions and practical development requirements that alter the economic case while leaving authoritative contract and architecture conclusions with those specialists.
• Lead planning scenarios around customer-funded and strategic work, showing what happens if expected follow-on demand is delayed or a component cannot be reused as anticipated without further investment.
• Present continuing platform commitments and changing evidence to the board, recommending continuation, narrowing or withdrawal through the authorised route rather than hiding disappointment by moving cost between customer programmes.
• Develop finance managers who can sustain independent investment challenge and reliable customer interfaces, keeping decision history understandable as technology leaders, contracts and anticipated reuse opportunities change over time.

Candidate qualifications

• Demonstrate senior technology-services finance or business-controlling leadership with owned P&L, investment and reporting decisions. Insurance, financial-services technology or comparable customer modernisation work is relevant. Within a twelve-to-eighteen-year career, show a client-funded or shared-capability investment whose economics you changed using better evidence. Identify your own decision and the authority retained by technology, legal or executive owners rather than relying on a successful customer delivery as proof of finance leadership.
• Have rigorous accounting, forecasting and investment-analysis competence supported by appropriate preparation or equivalent established senior practice. Explain how you separated secured customer recovery, management investment economics and controller-approved financial treatment. The required proof is a technically credible finance method with qualified consultation, including a case where an appealing reuse story did not establish an accounting conclusion or a reliable source of future cash.
• Have challenged commercial and technical sponsors constructively when investment rights or expected demand were uncertain. Describe how specialist evidence altered a funding recommendation without finance claiming to determine software feasibility or contract meaning alone. The role requires understanding an insurer customer's operating context while maintaining a clear distinction from underwriting, actuarial assessment and regulated insurance decisions outside the technology company's responsibility.
• Have developed specialists through company planning, close and executive reviews, with transparent communication about investment whose benefits changed after approval. Evidence should include a decision history others could reconstruct and a proportionate response to disappointing reuse or customer demand. The appointment requires Hyderabad engagement, planned international interfaces and confidentiality around customer agreements. Full company finance accountability must be exercised without treating cost transfers as a substitute for an honest investment outcome.

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 14 October 2026. Mandate reference CVU-PER-2026-IND-263.