GCC Enterprise-Value Attribution Board Adviser

The mandate

Management reports the GCC through hiring, rate-card savings and activity volumes, while product and market leaders make competing claims about faster launches, avoided incidents and revenue contribution. Several benefits are counted twice, transition costs disappear after budget approval, and mature capabilities receive no credit for resilience. The board cannot tell which next-stage investments create enterprise value rather than attractive location arithmetic.

Three adviser days each month will be used differently: one for tracing evidence inside a selected capability, one for challenging the sponsor’s counterfactual and one for preparing a decision with the committee chair. Four formal strategy-and-investment sessions and four source, market or product reviews complete the ten-month cadence. Ad hoc requests are grouped by investment decision so the adviser does not become a reporting function.

The term ends with the board’s month-ten allocation decisions and an assessment of management’s ability to repeat the method. Renewal is possible only if directors identify a new value question that cannot be handled by the installed governance and approve a distinct appointment. This mandate will not persist merely to validate quarterly benefit reporting.

The adviser has no line authority and assumes no executive responsibility for budgets, benefit ownership, accounting, product roadmaps or GCC operations. Management owns baselines and delivery; finance validates recognised benefits; directors choose capital. The adviser can reject weak evidence in a board paper but cannot certify accounts, set targets or instruct capability teams.

Conflicts include current work for competing consumer-health businesses, location-incentive advisers, GCC operators, systems integrators, benchmarking providers or executives whose performance claims are examined. All relevant fees, equity and data-provider relationships must be declared before a capability review. Compensation cannot vary with reported savings, investment approval or the continuation of any supplier.

Why the board wants this voice

The present scorecard rewards easily counted labour differences and leaves harder product, control and resilience outcomes to narrative. Sponsors who secured investment also define the counterfactual against which they appear successful. An independent value operator can help directors demand causal evidence without turning every outcome into artificial financial precision.

What you will own

• Challenge management to identify a decision-relevant counterfactual for each claimed product, commercial, risk or resilience benefit.
• Trace contributions across India capability teams, source groups, suppliers, markets and concurrent transformation initiatives.
• Test whether launch speed, conversion, quality, control or incident outcomes have stable baselines and credible attribution.
• Expose duplicate benefits, omitted transition costs, stranded roles, delayed hiring and value transferred between budget owners.
• Shape maturity measures for decision authority, scarce-skill depth, succession, reusable assets and source-country release.
• Probe capital requests through outcome scenarios, confidence ranges, downside cases and evidence that management can refresh.
• Frame board choices to scale, repair, combine, stop or remeasure capabilities without issuing an accounting opinion.

Candidate qualifications

• Built board-grade value attribution for a multi-function GCC beyond labour arbitrage, headcount and rate-card comparisons.
• Connected digital-product, commercial, control and resilience outcomes to capability decisions without claiming false causal certainty.
• Challenged counterfactuals and benefit ownership where several transformations or market actions affected the same measure.
• Exposed duplicate savings, transition leakage, source-team persistence and capability risk inside politically important investment cases.
• Designed evidence governance that finance, product sponsors and India leaders could refresh without permanent adviser dependence.
• Advised directors independently of location consultants, service providers, benchmark vendors and executives owning reported benefits.

Non-negotiables

• Can attend four committee sessions and complete four market, product or source-team reviews during the ten-month term.
• Will disclose consumer-health, GCC, benchmarking, location-advisory, systems-integration and sponsor relationships before evidence access.
• Brings implemented GCC value attribution with counterfactual discipline; shared-services savings analysis alone is insufficient.
• Accepts that finance validation, operational ownership and capital authority remain with management and directors.

1. 49 words maximum. Describe a GCC benefit you removed after discovering a weak counterfactual or duplicate attribution.
2. 49 words maximum. Which measure best exposes capability value that rate-card savings systematically miss?
3. 49 words maximum. Identify any benchmark, provider or consumer-health relationship that could bias your challenge.