Vice President, Enterprise FP&A — Services Planning Bridge

The mandate

The enterprise FP&A VP role requires a leader who will take responsibility for planning choices and their operating implications across delivery capacity, sales expectations and the annual operating plan, serving as the single analytical arbiter. A plausible bookings story can coexist with an impossible hiring timetable or an unprofitable utilisation assumption. The interim leader must take responsibility for planning choices and their operating implications, not merely consolidate forecasts that business units refuse to reconcile.

The twelve-month bridge begins on 19 October 2026 in Gurugram, with five-day availability and scheduled India delivery-centre workshops. Overseas business-partner reviews are remote unless approved travel adds demonstrable value. A permanent planning leader will be recruited during the term and participate in the final forecast rounds; the appointment is not a promise of conversion or an open-ended finance transformation programme.

Handover requires a rolling forecast that connects demand, billable capacity, bench, price and delivery cost with named assumption owners. Two successive enterprise cycles must show explainable forecast error and timely decisions on material deviations. The successor must chair a business-partner review, refresh the scenarios and understand the unresolved commercial dependencies without relying on private model logic.

The VP can set planning standards, approve scenario assumptions for management review and assign analytical effort within the existing team. Hiring commitments, commercial discount exceptions, restructuring and spending outside the approved plan remain with the authorised executives. Accounting policies, statutory close and treasury dealings are not delegated through this role. Planning challenge must be forceful while remaining distinct from the business authority to execute a recommendation.

The bridge excludes a sales leadership replacement, a new enterprise system and a blanket cost-reduction mandate. Its focus is a credible operating plan in which growth, capacity and contribution economics agree. It will make deliberate investment in capability visible rather than disguising all non-billable work as inefficiency, while exposing benches and delivery assumptions that have no supported route to conversion.

What you will own

• Approve an enterprise demand-to-capacity bridge that distinguishes signed work, probable conversion and strategic capacity investment before they enter the approved forecast.
• Decide scenario assumptions for utilisation and bench recovery, requiring named commercial evidence and an explicit action where the base case cannot be delivered.
• Set price-volume-mix and delivery-cost attribution so business leaders can distinguish profitable growth from revenue expansion supported by margin dilution or unpriced complexity.
• Authorize forecast exception thresholds and review agendas that direct leadership attention to decisions rather than repeating every variance already explained in the pack.
• Challenge business-unit investment requests using contribution, hiring timing and capacity constraints, escalating actual resource commitments through existing executive approval routes.
• Transfer the planning model, assumption register and business-partner cadence through a successor-led cycle with recorded forecast error and unresolved dependency ownership.

Candidate qualifications

• Demonstrate at least twelve years in finance with VP or equivalent enterprise FP&A accountability in IT, professional services, BPO or comparable people-intensive businesses. Describe a planning decision you personally owned where demand and capacity could not both be true, and show how the revised assumptions changed operating action and realised performance.
• Bring strong P&L modelling across utilisation, bench, pricing, subcontracting and delivery mix. Provide a case where apparent revenue growth concealed contribution deterioration, explaining the attribution and evidence that persuaded business leaders. The role requires judgement about controllable drivers, not an elaborate forecast model disconnected from resource decisions.
• Evidence leadership of annual operating plans and rolling forecasts with business presidents or delivery heads. Show a measurable improvement in forecast decision quality, including how you exposed uncertainty, assigned assumption owners and avoided incentives that encourage teams to submit conservative or artificially optimistic numbers.
• Prove you have built a usable strategic-business-partner cadence and transferred it to others. Describe the review question that changed a decision, the authority you deliberately left with operational leaders and the handover test another planning executive completed. Academic executive education may complement experience, but it does not replace demonstrated enterprise planning and team leadership.

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 PCT-INT-2026-IND-45.