Job Description
Role Responsibilities
The New Financial reporting Programme (NFRP) is a large-scale multiyear change initiative that has the strategic imperative of aligning the group Financial and Management Reporting framework to create a single lens that can be utilised both for External Disclosures and Internal Performance Management. The Cost Programme within NFRP will have multiple interdependencies across both finance and other functions, and involves making changes to Group Policy, Global Processes, Technology Infrastructure and Target Operating Models. It will rely on strong co-ordination across all of these areas which are run and managed by multiple stakeholders across different jurisdictions.
The Delivery lead Cost Reporting role is a senior leadership role within the Aspire Change organisation and will be responsible for driving the critical strategic on Reporting agenda for the Bank encompassing Group, Country, Product, Segments, Functions, and the offshore teams in GBS. A key priority for the finance function is to define and initiate a comprehensive change roadmap for Cost Reporting that will address some of the fundamental issues residing within the process today. The existing framework involves too many complex and independent processes that run on different technology platforms and follow alternate guidelines and principles. This ultimately leads to accountable cost owners not getting the relevant information that they need to make effective decisions, and process / product owners who do not have the tools that they need to resolve it.
So far the program has initiated work on the first use case which is simplifying and improving the group service charge process, aligning it with the Financial Reporting initiative and building it on the new SAP infrastructure PAPM (Profitability and Performance Management). Whiles this is progressing there is already an eye looking forward at other subsequent use cases which includes other recharge processes along with opportunities to simplify and align our incurred cost structures to further improve our cost reporting for stakeholders.
Their Primary engagement will be with the head of Group Head of FP&A as the Accountable Executive along with Regional / Segmental CFO, Global Process Owners, Investor relations, Heads of Tax, Treasury, Deputy CFOs and the Finance Forum for any critical matters and decision. The role will be expected to build strong working relationships with senior delivery partners including Technology, GFS and some of the Third-Party Vendors.
This role requires extensive senior change management experience designing and leading large-scale global initiatives within Financial Services, managing multiple senior executive stakeholders and global delivery teams.
Strategy
New Financial Reporting Programme (NFRP)
The Financial view of the bank s performance is the legally required view leveraged by Auditors, Regulators and Tax Authorities, and is reported based on IFRS standards and PRA rules on Solvency and Capital. The Management view is an internal lens of reporting that is managed at a much more granular level and is used to report Segment and Regional performance to investors. These processes are typically run using different processes, technology and operating models and in some cases provide materially different outcomes to stakeholders.
The Cost Programme under NFRP will work through the fundamental changes that are required within the organisation to address the following
• Simplification of processes to be more efficient and transparent
• Defining governing rules and policy s that are universally adhered to
• Transition to a standardised technology landscape with increased capability and flexibility
• Integration with other strategic initiatives to fully leverage the benefits across finance.
• Less arbitrary and more direct attribution of costs
• Transparent MI highlighting cause-effect relationship between service consumption and cost
This involves managing changes such as 1) Policy Documentation 2) Operating Procedures 3) System Configuration 4) Reporting 5) Data Management 6) Governance 7) Resourcing and Target Operating Model.
Business
The high-level responsibilities include but not limited to:
• Deliver roadmap for the Financial Reporting Programme, aligning with other strategic deliverables and activity prioritisation
• Ensure strong engagement with senior strategic leaders across Finance, with a particular focus on Finance Forum Members and the CFO community
• Build effective communication channels with wider senior finance leadership (e.g. ACFO / GPO etc) ensuring change roadmap along with associated benefits are widely acknowledged and anticipated.
• Build strong relationships with key delivery partners, and ensure efficiencies and synergies are realised across programmes.
• Partner with stakeholders across the organisation, including Lines of Business, local country Finance, Treasury, Supply Chain, Tax, Regulatory, Risk, and Data to define and implement the required Reporting Control processes
• Partner with Product, Segment, Country and Group leads to define and implement the required control processes
• Ensure effective governance and project management standards are applied across all delivery responsibilities
• Establish standard framework and methodologies for programme delivery, including strategic definition, programme initiation, planning and execution.
• Support the design and implementation of the strategic solution architecture required to deliver to Financial Reporting requirements
• Definition and execution of the Management Reporting Decommissioning Strategy:
• Define and develop Reporting capability as required to supplement existing solution
• Support the GPO in the definition and change execution of target state processes
People & Talent
Lead through example and build the appropriate culture and values. Set appropriate tone and expectations from their team and work in collaboration with risk and control partners.
• Ensure the provision of ongoing training and development of people and ensure that holders of all critical functions are suitably skilled and qualified for their roles ensuring that they have effective supervision in place to mitigate any risks.
• Employ, engage and retain high quality people, with succession planning for critical roles.
Key stakeholders
• Head of GCFO Change and Strategic Transformation
• Head of Core Finance and ERP - Aspire
• Global Head of FP&A
• Country, Region and Segment CFO s
• Global Head of Tax and Functions Finance
• Head, Group Regulatory Reporting
• Head, Supply Chain Management
• Global Process Owners (GPO s) P2P / R2R / SCM etc
• Global Financial Services Lead
• Aspire Stream leads (e.g. Country Ledger / FP&A / SCM / Data / Product Finance etc)
• Head of Finance Technology
• Implementation Team
• Project Lead
Our Ideal Candidate
Qualifications
15+ years of Industry experience is preferred. Candidate should have minimum 3 lifecycle implementation experience where s/he has performed large scale Financial Change initiatives preferably in the financial services environment. Candidate should have:
• Core Technical knowledge on Financial and Management Reporting Processes relevant to Financial Services
• Previous experience in transition of global reporting frameworks between legacy and future state
• Strong experience in working directly with senior leadership within large scale organisations
• Proven experience in people, risk and change management.
• Proven experience working across multiple geographies in rapidly changing environment.
• Strong Programme management skills with emphasis on building effective teams, experience with Agile deliveries preferred.
• Good technical understanding of Finance Technology Architecture and Data Management
Role Specific Competencies
• Management Reporting
• Group Consolidation
• Integration
The New Financial reporting Programme (NFRP) is a large-scale multiyear change initiative that has the strategic imperative of aligning the group Financial and Management Reporting framework to create a single lens that can be utilised both for External Disclosures and Internal Performance Management. The Cost Programme within NFRP will have multiple interdependencies across both finance and other functions, and involves making changes to Group Policy, Global Processes, Technology Infrastructure and Target Operating Models. It will rely on strong co-ordination across all of these areas which are run and managed by multiple stakeholders across different jurisdictions.
The Delivery lead Cost Reporting role is a senior leadership role within the Aspire Change organisation and will be responsible for driving the critical strategic on Reporting agenda for the Bank encompassing Group, Country, Product, Segments, Functions, and the offshore teams in GBS. A key priority for the finance function is to define and initiate a comprehensive change roadmap for Cost Reporting that will address some of the fundamental issues residing within the process today. The existing framework involves too many complex and independent processes that run on different technology platforms and follow alternate guidelines and principles. This ultimately leads to accountable cost owners not getting the relevant information that they need to make effective decisions, and process / product owners who do not have the tools that they need to resolve it.
So far the program has initiated work on the first use case which is simplifying and improving the group service charge process, aligning it with the Financial Reporting initiative and building it on the new SAP infrastructure PAPM (Profitability and Performance Management). Whiles this is progressing there is already an eye looking forward at other subsequent use cases which includes other recharge processes along with opportunities to simplify and align our incurred cost structures to further improve our cost reporting for stakeholders.
Their Primary engagement will be with the head of Group Head of FP&A as the Accountable Executive along with Regional / Segmental CFO, Global Process Owners, Investor relations, Heads of Tax, Treasury, Deputy CFOs and the Finance Forum for any critical matters and decision. The role will be expected to build strong working relationships with senior delivery partners including Technology, GFS and some of the Third-Party Vendors.
This role requires extensive senior change management experience designing and leading large-scale global initiatives within Financial Services, managing multiple senior executive stakeholders and global delivery teams.
Strategy
New Financial Reporting Programme (NFRP)
The Financial view of the bank s performance is the legally required view leveraged by Auditors, Regulators and Tax Authorities, and is reported based on IFRS standards and PRA rules on Solvency and Capital. The Management view is an internal lens of reporting that is managed at a much more granular level and is used to report Segment and Regional performance to investors. These processes are typically run using different processes, technology and operating models and in some cases provide materially different outcomes to stakeholders.
The Cost Programme under NFRP will work through the fundamental changes that are required within the organisation to address the following
• Simplification of processes to be more efficient and transparent
• Defining governing rules and policy s that are universally adhered to
• Transition to a standardised technology landscape with increased capability and flexibility
• Integration with other strategic initiatives to fully leverage the benefits across finance.
• Less arbitrary and more direct attribution of costs
• Transparent MI highlighting cause-effect relationship between service consumption and cost
This involves managing changes such as 1) Policy Documentation 2) Operating Procedures 3) System Configuration 4) Reporting 5) Data Management 6) Governance 7) Resourcing and Target Operating Model.
Business
The high-level responsibilities include but not limited to:
• Deliver roadmap for the Financial Reporting Programme, aligning with other strategic deliverables and activity prioritisation
• Ensure strong engagement with senior strategic leaders across Finance, with a particular focus on Finance Forum Members and the CFO community
• Build effective communication channels with wider senior finance leadership (e.g. ACFO / GPO etc) ensuring change roadmap along with associated benefits are widely acknowledged and anticipated.
• Build strong relationships with key delivery partners, and ensure efficiencies and synergies are realised across programmes.
• Partner with stakeholders across the organisation, including Lines of Business, local country Finance, Treasury, Supply Chain, Tax, Regulatory, Risk, and Data to define and implement the required Reporting Control processes
• Partner with Product, Segment, Country and Group leads to define and implement the required control processes
• Ensure effective governance and project management standards are applied across all delivery responsibilities
• Establish standard framework and methodologies for programme delivery, including strategic definition, programme initiation, planning and execution.
• Support the design and implementation of the strategic solution architecture required to deliver to Financial Reporting requirements
• Definition and execution of the Management Reporting Decommissioning Strategy:
• Define and develop Reporting capability as required to supplement existing solution
• Support the GPO in the definition and change execution of target state processes
People & Talent
Lead through example and build the appropriate culture and values. Set appropriate tone and expectations from their team and work in collaboration with risk and control partners.
• Ensure the provision of ongoing training and development of people and ensure that holders of all critical functions are suitably skilled and qualified for their roles ensuring that they have effective supervision in place to mitigate any risks.
• Employ, engage and retain high quality people, with succession planning for critical roles.
Key stakeholders
• Head of GCFO Change and Strategic Transformation
• Head of Core Finance and ERP - Aspire
• Global Head of FP&A
• Country, Region and Segment CFO s
• Global Head of Tax and Functions Finance
• Head, Group Regulatory Reporting
• Head, Supply Chain Management
• Global Process Owners (GPO s) P2P / R2R / SCM etc
• Global Financial Services Lead
• Aspire Stream leads (e.g. Country Ledger / FP&A / SCM / Data / Product Finance etc)
• Head of Finance Technology
• Implementation Team
• Project Lead
Our Ideal Candidate
Qualifications
15+ years of Industry experience is preferred. Candidate should have minimum 3 lifecycle implementation experience where s/he has performed large scale Financial Change initiatives preferably in the financial services environment. Candidate should have:
• Core Technical knowledge on Financial and Management Reporting Processes relevant to Financial Services
• Previous experience in transition of global reporting frameworks between legacy and future state
• Strong experience in working directly with senior leadership within large scale organisations
• Proven experience in people, risk and change management.
• Proven experience working across multiple geographies in rapidly changing environment.
• Strong Programme management skills with emphasis on building effective teams, experience with Agile deliveries preferred.
• Good technical understanding of Finance Technology Architecture and Data Management
Role Specific Competencies
• Management Reporting
• Group Consolidation
• Integration
💡 Quick Summary
Seeking a career-building opportunity? The Urgent Hiring for Senior Cost Delivery Lead position is now open for candidates interested in the Bank Jobs sector. This role in Mumbai offers a professional environment and growth potential.
Requirement Snapshot: Candidates should possess basic communication skills, a proactive attitude, and the ability to work in a team. Experience in Bank Jobs is a plus.
