Vice President, Finance and Capital Markets — Fintech Growth Capital Stewardship

The mandate

A fintech services company is preparing successive growth-capital choices whose implications extend beyond the amount raised. Equity structure, funding timing and intended deployment affect ownership, operating flexibility and the information investors will expect afterward. The VP will own the financial preparation and continuing capital stewardship, giving directors a coherent comparison of alternatives. The role must connect the growth plan to defensible financial evidence, including a smaller or staged round where uncertain deployment assumptions do not justify taking the full proposed capital on the available terms.

The financial evaluation will show funding needs, dilution and operating scenarios together, with legal owners confirming security rights and contractual consequences. A headline valuation cannot be assessed responsibly without the associated structure and future obligations. Controllers retain accounts and qualified disclosure owners approve external information. The VP must preserve those boundaries while explaining how the proposed capital supports specific operating choices and what the company would do if the timing, amount or commercial performance differs from the preferred case.

Employment is open-ended, with an initial two-year agenda spanning funding preparation and the accountability that follows it. Sixteen specialists report across strategic finance, investor information and capital planning. Mumbai is the hybrid base, with planned international investor interfaces. Delegation covers finance resources, model standards and approved information preparation. Issuance, term negotiation authority and material capital deployment remain with authorised executives and the board. The VP is accountable for financial recommendations and reliable communication, not empowered by the title to commit the company to a security or promise investors a return.

The ongoing scope includes capital planning, investor evidence and financial challenge over deployment. It excludes securities legal advice, placement activity and loan or payment-operation ownership. Once funding occurs, the function must compare actual use with the financial case and explain changed priorities transparently. Directors expect capital stewardship that survives the transaction celebration: a clear account of cash runway, authorised deployment and future financing dependencies, with financial claims that remain consistent across board decisions, investor materials and the company's verified operating records.

What you will own

• Establish a growth-capital need model tied to authorised deployment and operating scenarios, distinguishing essential funding from optional expansion so directors can compare staged and full-round alternatives on a consistent financial basis.
• Govern dilution and capital-structure scenarios with qualified legal inputs, making security rights and future financing dependencies visible without treating a higher headline valuation as sufficient evidence that an offer is financially preferable.
• Lead finance preparation of investor materials and data-room evidence through controller reconciliation, preserving assumptions and limitations so different presentations cannot imply incompatible versions of the company's growth or available resources.
• Recommend funding timing and deployment alternatives to the capital committee, explaining the consequence of a delayed or smaller round while leaving issuance and material commitments with their authorised decision-makers.
• Maintain a post-funding deployment bridge against the approved financial case, identifying changed priorities and performance evidence that require an executive decision rather than quietly revising the plan to make previous claims appear fulfilled.
• Coordinate continuing investor information with the CFO and disclosure owners, distinguishing verified results, current forecasts and strategic intentions so external communication remains financially coherent after the transaction period ends.
• Develop strategic-finance managers able to challenge capital narratives and sustain controlled evidence, preserving decision history and avoiding dependence on a few people who alone understand the original funding model.

Candidate qualifications

• Demonstrate personal responsibility for capital-raising preparation or investor engagement in fintech, software, technology or a comparable growth business. Explain an alternative whose dilution, structure or timing changed your financial recommendation despite an attractive headline valuation. The evidence must show modelling and judgement that informed an authorised decision, with legal rights validated by qualified owners rather than an assumption that finance can independently interpret every security condition.
• Bring twelve to eighteen years in finance with director or equivalent strategic-finance leadership and substantial budgeting, forecasting and capital-allocation responsibility. Strong financial reporting preparation or equivalent senior technical practice should support reliable investor evidence. Show how you reconciled the funding story to accounts and operating records, including an unsupported claim you corrected before it reached investors or the board.
• Have owned the connection between capital raised and subsequent deployment accountability. Describe a change in the operating plan that required transparent investor or board communication, and how you distinguished actual use, authorised future spending and conditional financing. The role requires executive influence and development of a specialist team, not simply participation in a transaction process that ended when funds arrived.
• Be comfortable with confidential terms, conflicting stakeholder preferences and carefully bounded authority. Evidence should include a recommendation for staged funding or a narrower deployment plan when uncertainty was material. Planned investor travel and direct work with senior executives are required. The VP must support commercial momentum without promising completion, valuation or return, and sustain reliable financial communication even when actual performance undermines the case originally used to raise capital.

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-PER-2026-IND-257.