Chief Financial Officer, Consumer Credit Company — Funding and Rating Stewardship

The mandate

A consumer credit company finances personal and vehicle loans through a mix of institutional borrowing and shareholder capital. Portfolio growth has expanded its recurring funding obligations, making the quality of lender and rating evidence a central executive responsibility. The CFO will own finance across the operating company, connecting reliable accounts, liquidity projections and funding commitments. Leadership needs to understand what growth can responsibly be supported when collections, refinancing or lender appetite differ from plan, rather than treating disbursement volume as sufficient proof of financial strength.

The CFO joins through open-ended permanent employment, with an initial eighteen-month programme covering funding resilience, rating information and finance operating standards. Twenty-six professionals report across accounting, treasury operations and lender reporting. Mumbai is the principal place of work. The company is a bounded consumer-credit operating entity, not a diversified banking group. The CFO works alongside risk, credit and compliance leaders whose technical accountabilities remain separate, while accepting full executive responsibility for finance decisions and the integrity of the information supporting them.

Delegation covers finance organisation, cash priorities and execution of approved funding arrangements within limits. New borrowing structures, shareholder capital actions and material changes to risk appetite require board or delegated committee approval. Credit leaders own underwriting and portfolio risk assessments. Compliance owns regulatory interpretation. The CFO must ensure finance reflects their validated evidence, including deterioration that affects expected receipts, covenant headroom or financial reporting, without disguising uncertainty to support a rating presentation or assuming that anticipated funding is already an available resource.

The enduring remit includes financial reporting, budgets, lender relationships and financial challenge over growth plans. It excludes credit-policy design, independent loan origination and guaranteed rating outcomes. Directors expect an honest account of liquidity options, with the timing and conditions of each funding source visible. Rating stewardship means dependable information and accountable responses, not engineering a desired external conclusion. The CFO should be able to recommend slower deployment or additional capital when the funding plan no longer supports the proposed portfolio, even where near-term revenue expectations remain attractive.

What you will own

• Establish a funding and obligations calendar linking debt service, committed facilities and expected portfolio receipts, making conditional refinancing visible before executives rely on it to support further loan deployment.
• Govern finance preparation for rating reviews with a reconciled evidence pack, preserving assumptions and accountable explanations so external information remains consistent with the company's actual liquidity and reported financial position.
• Decide finance cash priorities within approved limits, escalating emerging shortfalls with credible alternatives rather than using expected new borrowing or optimistic collections to conceal obligations that are already contractually due.
• Lead lender reporting and covenant monitoring through named finance owners, reconciling submitted information to authorised definitions and identifying breaches or uncertainty early enough for the appropriate executive response.
• Challenge portfolio-growth budgets with risk and credit leaders, translating their validated collection and deterioration evidence into funding needs while leaving underwriting decisions and risk appetite approvals with their responsible owners.
• Maintain financial reporting and audit readiness across the company, ensuring material estimates and finance disclosures follow controller, auditor and compliance review routes rather than being adjusted to align with a preferred funding narrative.
• Develop a finance leadership team able to sustain lender relationships, reliable records and independent challenge, giving the board a clear decision history when growth ambitions compete with liquidity protection.

Candidate qualifications

• Bring at least twenty-eight years of career experience with senior financial leadership in regulated services, an NBFC or another relevant lending environment. Demonstrate CFO or equivalent executive responsibility at a credible operating-company scale. Explain a funding or capital decision you owned when portfolio growth created obligations beyond the original plan, identifying your delegation, board route and personal contribution rather than relying on institution-wide results.
• Demonstrate deep financial management, accounting and lender-information competence through appropriate professional preparation or equivalent established executive practice. Show how rating or borrowing evidence was reconciled to reliable financial records and validated portfolio assumptions. You must distinguish an external rating conclusion from management's information responsibility, and an available facility from proposed funding still dependent on conditions or approval.
• Have worked effectively with credit, risk and compliance specialists without eroding their technical independence. Describe a finance recommendation altered by validated portfolio deterioration or collection uncertainty. The role requires judgement about liquidity timing and covenant exposure while respecting underwriting and regulatory ownership; the CFO must challenge weak evidence but cannot replace qualified specialists' conclusions with a convenient financial assumption.
• Have led accounting, treasury or reporting professionals through demanding lender and board cycles. Evidence should include transparent escalation of an unwelcome funding issue and development of successors who sustained the process. The appointment requires regular onsite executive engagement, confidentiality and conduct discipline. Premium responsibility includes protecting the reliability of external information even when a more optimistic presentation might seem commercially advantageous.

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 12 October 2026. Mandate reference CVU-PER-2026-IND-245.