Finance Shared Services Talent and Capability Director

The mandate

The Finance Shared Services Talent and Capability Director will build the permanent workforce system behind reliable finance operations. The challenge extends beyond recruitment and training. Critical knowledge is concentrated, career routes favour people management over process mastery, and change demand is not consistently reflected in workforce planning. This role must integrate capability, capacity, succession and operating performance.

In the first 90 days, the director will map critical finance capabilities to work, risk and service demand, then identify single-person dependencies and roles whose stated proficiency is unsupported by observed evidence. By month six, specialist and leadership pathways, assessed skill standards and demand-led workforce planning should operate across priority process towers. By month twelve, key dependencies must be reduced through tested successors and measurable deployment of capability.

The director owns the finance-services capability framework, learning investment, succession governance and workforce-planning method. The role can require evidence before a proficiency rating is accepted, redirect development resources and challenge staffing plans that ignore workload or control risk. Formal employment decisions remain with accountable line leaders under established people governance.

Development must happen in work, not only in classrooms. The director will create controlled rotations, simulation, supervised decision exposure, peer review and certification based on demonstrated outputs. Specialists in reconciliations, payments, collections, process ownership, controls and data must see credible advancement without being forced into unsuitable people-leadership positions.

Success after the first year will mean greater mobility, deeper succession, less overtime volatility, fewer errors linked to knowledge concentration and a visible relationship between capability investments and service outcomes. The director will build an internal team able to renew standards as work and risk change, avoiding dependence on a static external curriculum.

What you will own

• Build a capability taxonomy tied to finance work, decision complexity, control consequence and service demand rather than generic competency labels.
• Identify concentrated knowledge and succession exposure using observed task and decision evidence, not manager nomination alone.
• Establish specialist and leadership career paths with transparent proficiency standards, assessment and reward implications.
• Introduce demand-led workforce planning that connects volumes, complexity, calendars, attrition, change and required proficiency.
• Redirect learning investment toward supervised application, simulation, rotation and verified on-the-job evidence.
• Require re-evaluation of unsupported proficiency claims and recommend deployment changes to accountable line leaders.
• Develop successor slates and readiness plans for critical operating and process-owner roles.
• Publish a first-year capability-value account linking interventions to mobility, quality, resilience, productivity and talent health.

Candidate qualifications

• Demonstrate leadership of a finance capability agenda tied directly to operational work and control outcomes.
• Show how you identified a critical knowledge dependency that conventional talent reviews had missed.
• Provide an example of establishing a specialist career path with credible assessment and advancement consequences.
• Evidence demand-based capacity planning across close peaks, transaction volumes, transformation activity and attrition.
• Explain how you measured applied capability rather than attendance, course completion or manager opinion.
• Bring sufficient finance-process depth to distinguish genuine expertise from fluent terminology.
• Show durable capability governance that internal leaders maintained and renewed after initial design.

Working terms and boundaries

• This is a full-time permanent appointment owning finance-services capability, succession and workforce-planning standards.
• Line leaders retain formal hiring, performance, promotion and termination decisions under established governance.
• The director may challenge proficiency evidence and recommend deployment changes but does not bypass employment processes.
• First-year evaluation covers succession depth, applied proficiency, workforce resilience, internal mobility and related operating outcomes.
• Long-term incentives remain subject to performance, vesting and plan approvals.

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 11 October 2026. Mandate reference FNA-PER-2026-KUL-18.