Interim Group Delivery COO — Multi-Account Close-Peak Capacity

The mandate

Several established finance-service accounts close on overlapping calendars and compete for the same experienced reviewers and domain specialists. Their work is already consolidated within the delivery portfolio; the problem is not a centre transfer. The next pooled peak-capacity decisions need a portfolio arbiter so that account heads are not left to protect their own deadlines. Executive cover begins on 26 October 2026 for a fixed nine months with no extension. A permanent COO search proceeds in parallel while you hold the affected portfolio's operating decisions.

An aggregate staffing count disguises the constraints. A processor may be available but lack the customer-approved domain competence or access for a difficult exception; the person who prepared the work cannot always provide its independent review. Supervisors promised to two accounts cannot cover both peaks merely because each account's individual plan is plausible. The interim will connect forecast workload and timing to qualified processing, review and supervisory capacity, separating genuinely shareable pools from customer-dedicated reservations. Finance treatment remains the customer's decision, and allocation must preserve required segregation rather than improve throughput by removing the second judgement.

Four account heads and approximately 480 professionals form your perimeter. You may reprioritise delegated staffing, allocate approved shared specialists and authorise bounded overtime or temporary cover within the operating envelope. Customer-approved surge windows and access conditions govern any cross-account assignment. The chief executive or board reserves material workforce commitments, contract concessions and structural changes; customer controllers retain accounting approvals. Platform replacement, account ownership migration and acquisition integration are excluded. A staffing choice is not authorised simply because it would meet a deadline, and the cost of a surge must remain visible against its service and quality consequence.

The engagement should leave a maintained peak-demand view, specialist reservation and contingency evidence, and decision records explaining which account received scarce capacity and why. Bengaluru requires five-day onsite leadership with Pune planning sessions. The permanent successor must independently direct the next two materially different peak allocations and an absence scenario using live workload, cost and control facts. That test must show a workable review chain and explicit customer escalation where capacity cannot meet every promise. The nine-month exit will not be secured by hiding overtime, borrowing unapproved access or expecting the departing interim to arbitrate the next collision informally.

What you will own

• Establish the account-by-account peak workload and due-date view, separating routine processing from exception and review demand so aggregate transaction volumes cannot conceal a shortage of qualified supervisory hours.
• Decide pooled specialist priorities against approved customer obligations, distinguishing shared resources from account-dedicated reservations and recording the consequence where competing deadlines cannot both receive the originally promised capacity.
• Validate allocation with domain, access and segregation owners before assigning a reviewer across accounts, preserving independent judgement and preventing a nominally free employee from becoming an unapproved substitute for qualified cover.
• Authorise delegated overtime and temporary capacity through supported cost and quality comparisons, identifying which bottleneck the expenditure relieves and rejecting surge options that merely create more unreviewed work downstream.
• Negotiate proposed peak windows through customer relationship owners, maintaining explicit approval and escalation when timing changes affect contractual expectations rather than silently shifting another customer's queue to protect a local service measure.
• Direct contingency planning for specialist absence or unexpectedly high exceptions, testing alternative supervisory chains and feasible customer choices without assuming that one scarce reviewer can simultaneously cover every account.
• Induct the permanent COO through two different peak-allocation decisions and an absence case, requiring independent use of workload, reservation, cost and control evidence before the interim relinquishes executive operating responsibility.

Candidate qualifications

• Explain an executive delivery decision where several customer peaks competed for scarce review or domain capacity. Identify the timing forecast, qualification constraint and alternative allocation you personally considered, including the service consequence accepted by its authorised owner. Comparable multi-account finance operations or shared-services leadership is credible when the example shows real staffing authority and a supported trade-off, rather than a portfolio report prepared for somebody else.
• Bring 18–22 years across finance operations and substantial delivery leadership, with chief delivery, P&L or equivalent executive responsibility. FCA, ACA or comparable applied finance competence should underpin your understanding of processing, accounting review and customer-owned judgement. Explain how you maintained segregation and approval boundaries during close pressure, while still making timely decisions about resources that were genuinely within your delegated operating control.
• Demonstrate a capacity and cost model that distinguished processing effort from exception, review and supervisory bottlenecks. Show where overtime, temporary cover or a changed window actually relieved the constraint and where it would only have moved an unfinished queue. Evidence should include customer-approved access and competence considerations, account-dedicated versus pooled reservations, and the eventual quality or service outcome against the facts available when you decided.
• Protect five-day onsite availability from 26 October 2026 through the fixed term and planned Pune engagement. Show an executive handover in which the successor made a consequential allocation from maintained operating evidence without your private preparation. The role requires secure cross-account information, candid escalation of incompatible customer promises and willingness to preserve an unresolved capacity choice rather than produce a reassuring plan based on unsupported staffing or informal personal rescue.

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 8 October 2026. Mandate reference CVU-INT-2026-IND-153.