Group Chief Delivery Transformation Officer — Finance Services Model Renewal

The mandate

A finance-services group has several successful local transformation pilots but still pays for the old delivery arrangements beside the new ones. Technology can process selected work, yet customer commitments, exception support and retained controls prevent much of the anticipated capacity release. The group is creating an executive transformation office to decide renewal at enterprise level. The appointment is open-ended, with a twenty-four-month opening agenda to move from isolated improvement to accepted replacement of material parts of the delivery model.

The chief's responsibility is not to maximise the number of automation launches. It is to choose a coherent sequence of service changes and determine when the previous operating arrangement can safely cease. A pilot may reduce handling time but leave specialist support, customer approvals or a parallel reconciliation intact. You will make those dependencies part of the financial and operating decision. Technology owners determine solution design and security; customer and finance owners retain their professional acceptance. The transformation institution must distinguish a genuinely retired activity from work that has merely moved to a less visible team.

Forty-five specialists report through the transformation organisation, with matrix authority for change across roughly 700 service professionals. You select and sequence initiatives within the approved portfolio, commit transformation resources and hold delivery leaders to agreed adoption and retirement conditions. Material capital, customer-contract changes and restructuring beyond delegation require executive committee or board approval. Live service responsibility remains with the operating delivery chief. Product engineering, statutory accounting judgements and speculative development outside the endorsed service model are excluded. This office owns the bridge from an approved investment to a usable and economically defensible operating change.

The opening agenda should leave fewer unsupported parallel arrangements and a clear record of costs actually released, capabilities redeployed and obligations deliberately retained. Bengaluru is the base, with service-centre and customer change-governance travel built into the role. Continuing accountability includes refreshing the renewal roadmap as the service portfolio evolves and developing leaders who can test a replacement proposal before declaring success. The board should see when transformation changes enterprise economics and when a promising technical result still needs an operating or commercial decision before its benefits can be realised.

What you will own

• Decide the enterprise renewal sequence using service dependencies and scarce adoption capacity, choosing which initiatives should wait when simultaneous change would exceed the operating teams' ability to absorb replacement work.
• Establish retirement conditions for legacy tasks, controls and support arrangements, separating activities that can cease from obligations that must remain until customer or professional owners explicitly accept the alternative.
• Commit transformation resources within the approved portfolio to changes with a complete operating and financial case, challenging attractive pilots whose benefit depends on unapproved contract amendments or uncosted exception support.
• Test claimed capacity release against actual staffing, parallel work and retained expertise, documenting whether resources are removed, redeployed or still required rather than treating reduced handling time as automatic savings.
• Shape investment decisions with technology and delivery executives through explicit replacement dependencies, preserving solution and live-service authority while requiring those owners to substantiate the operating model's readiness.
• Hold initiative leaders to adoption and retirement evidence across two normal operating cycles, escalating failures that reveal a design, customer or responsibility gap instead of celebrating a launch date alone.
• Develop transformation leadership and a maintained renewal roadmap that directors can reprioritise, retaining the cost of unfinished parallel arrangements and the reason each residual obligation continues.

Candidate qualifications

• Demonstrate executive delivery or transformation responsibility where you replaced a material operating arrangement rather than only introduced a tool. Explain the legacy activity you stopped, the approvals required and the work that legitimately remained. Your evidence should show the difference between technical performance, accepted service change and economic benefit, including a claim you rejected because the old cost or obligation had not actually disappeared.
• Bring 18–22 years across finance services, operating delivery or comparable financial leadership, with strong P&L and long-range planning judgement. FCA, ACA or equivalent applied finance grounding supports the ability to challenge both costs and service accountability. The role requires enterprise sequencing and investment decisions at a broader scope than individual programme delivery, with clear understanding of reserved customer, technology and governance powers.
• Show an initiative sequence you changed because adoption constraints or service dependencies made the original portfolio unrealistic. Describe the capability you protected, the financial trade-off and how you gained acceptance from leaders whose local project had to wait. Transformation experience must include operating absorption and retirement decisions, not just reporting a programme's planned savings or enforcing a common implementation calendar.
• Evidence leadership of multidisciplinary specialists and matrix operating owners through difficult adoption conditions. You should be able to document residual obligations without portraying them as failure, challenge unsupported benefit claims and develop successors who can maintain the roadmap. Regular service-centre engagement, disciplined scope changes and secure customer-governance work are essential to a continuing group office that connects renewal decisions to dependable live delivery.

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 15 October 2026. Mandate reference CVU-PER-2026-IND-152.