Head of GBS Accounts — Manufacturing Service Continuity

The mandate

Manufacturing and engineering-project finance services are moving through an agreed transition. Processing teams can meet individual queue targets, but scope boundaries, retained-finance responsibilities and the cost of service exceptions lack a consistent functional decision owner. The role holds accounts-service leadership, with retained controllers preserving accounting judgements and statutory approvals while GBS owns agreed execution and escalation.

The appointment begins on 19 October 2026 for twelve months, based in Noida with planned India service and retained-finance workshops. International process owners participate remotely unless an approved migration agenda requires travel. A permanent GBS accounts head will be recruited concurrently, and any extension must specify a remaining transfer or service-stability condition.

Handover requires an accepted service-ownership map, SLAs that reflect actual finance outcomes and a controlled transition register. Two service cycles must demonstrate timely exception resolution without shifting work invisibly to retained teams. The successor must lead a service review, interpret the cost and risk of unresolved migration items and receive the contractual, policy and capacity dependencies that remain outside GBS delegation.

The head may approve operating workflows, allocate service capacity within budget and enforce agreed service controls. Accounting policy, statutory signatures, new entity migration, permanent restructuring and commercial SOW changes above the approved perimeter require retained-finance or GBS director approval. Out-of-plan commitments above ₹20 lakh are escalated. Service leadership cannot quietly change the meaning of a finance control in order to improve its SLA result.

The scope excludes treasury execution, group capital allocation and a wholesale technology procurement programme. It covers manufacturing-finance service continuity, process standardisation and practical transition leadership. The bridge should expose where standardisation is useful and where entity or project differences require retained judgement, leaving a governance system that reconciles efficiency with finance accountability.

What you will own

• Approve the GBS-to-retained-finance ownership map, identifying which decisions are processing, accounting judgement or statutory responsibility before further work is accepted into the service perimeter.
• Set service measures that connect timeliness and quality to actual finance outcomes, exposing rework or retained-team effort that headline queue completion would otherwise conceal.
• Resolve transition exceptions using agreed SOW and control evidence, escalating new entity scope or policy changes through authorised GBS and retained-finance owners.
• Allocate budgeted service capacity against observed demand and exception burden, documenting tradeoffs rather than assuming every standardised process has equal complexity across manufacturing entities.
• Authorize process review and coaching standards that preserve financial-control meaning while improving consistency of service execution and the quality of escalation evidence.
• Transfer the service calendar, transition register and SLA decisions through a successor-led operating review with documented retained responsibilities and unresolved migration acceptance conditions.

Candidate qualifications

• Show twenty-two or more years in shared services, finance operations or GBS leadership with head-of-accounts or equivalent functional accountability. Describe a manufacturing or engineering-project service transition you personally led, the ownership conflict resolved and the outcome for service quality and retained finance rather than only the volume migrated.
• Demonstrate practical understanding of finance-service scope across transactional work, reporting support and judgement-heavy retained activities. Provide an example where an attractive SLA masked rework or displaced effort, and show how you changed the measure or workflow without weakening an accounting control.
• Bring target operating model, transition and SOW governance experience supported by accepted artifacts. Explain a migration gate you refused to pass, the evidence missing and the business consequence. Six Sigma and change-management credentials are useful when accompanied by observed service improvement and sustained stakeholder adoption.
• Prove leadership of service managers and geographically distributed process owners, including successor transfer. Describe how you preserved local statutory and accounting-policy accountability while standardising execution, and how another leader reproduced the review. Provide a successor-led service review that identified unresolved SOW, capacity or policy dependencies and routed each to the correct retained owner, with evidence supporting closure rather than a migration status label.

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 13 October 2026. Mandate reference PCT-INT-2026-IND-51.