The mandateA privately held corporate bank is redesigning its capital structure before the next investment cycle. Large-client concentrations, deposit tenor, funding cost and undrawn commitments create competing demands on headroom, while an accelerated CFO transition puts forecast and control continuity at risk. The owners need one finance leader who can manage the succession and make the capital choices legible.

The Group Chief Financial Officer will steward approximately ₹60,500 crore in loans and deposits and lead around 800 employees and material partners. The remit covers controllership, planning, treasury, liquidity, capital, tax, procurement, investor or sponsor reporting and finance transformation. It reports to the Group Chief Executive and relevant board committee.

Capital design begins with corporate-bank behaviour. Drawdowns, deposit movements, collateral, rating migration and refinancing needs can change liquidity faster than period-end balances suggest. The CFO will connect client and facility data to funding and stress scenarios, then decide the headroom required before recent investment is approved.

Forecast integrity is equally urgent. Relationship pipelines, utilisation and fee expectations must reconcile to balance sheet, income and cash. The executive should identify optimism early, expose concentration and create alternative actions rather than present a single plan.

The succession cannot weaken core controls. Sign-offs, regulatory submissions, balance-sheet substantiation and critical finance dependencies need a protected transition. Capital structure choices must include execution, covenant, rating and downside implications, not only headline cost.

The CFO will review relationship profitability after capital, liquidity, operational effort and contingent commitments. Apparent fee growth can be offset by unused facilities, bespoke reporting or concentrated deposits. Finance must give relationship leaders evidence for repricing, restructuring or exit. Data lineage across facility systems, treasury and ledger should expose manual bridges capable of changing board decisions. The permanent organisation must reduce contractor dependency and preserve knowledge through succession. Investor and lender communication should explain resilience without presenting a single favourable scenario. Tax, legal-entity and transfer-pricing consequences must reflect operating reality,



while procurement and investment cases state cash timing, capital consumption and accountable benefits.

The dividend and reinvestment framework must also show how retained earnings, portfolio growth and regulatory buffers interact under downside.

Contingency triggers will be agreed in advance.

Why this seat is openThis urgent replacement follows an accelerated leadership transition. Interim accountability cannot carry the succession and investment cycle, so the board seeks a permanent appointment within six to eight weeks. The predecessor’s outcome is being handled professionally and confidentially.

What you will ownRedesign capital and funding around concentration, tenor, commitments and stress.Steward ₹60,500 crore of loans, deposits, liquidity and forecasts.Rebuild corporate-bank planning from client pipeline to cash and capital.Protect statutory, regulatory and board reporting throughout succession.Govern investment cases, pricing and portfolio choices with full capital consequences.Simplify finance data and manual reconciliations affecting decision-critical balances.Lead 800 employees and partners with strong controllership and treasury succession.Give sponsors explicit downside, headroom and corrective actions.The first 12 monthsThe first 90 days should secure sign-offs, submissions, liquidity and funding deadlines. Meet the 30 stakeholders most consequential to capital redesign, including clients represented through portfolio evidence, treasury, relationship leaders, risk, auditors and sponsors. Test concentration and drawdown scenarios, assess finance leaders and agree board gates for investment and funding execution.

Months four to nine should approve the capital structure, embed a driver-based forecast and execute priority funding or balance-sheet actions. Fill leadership gaps and remove unsupported manual adjustments. The first value should appear through funding headroom, reduced liquidity risk, released capital, sharper pricing or more reliable forecasting.





By year end, forecast integrity, funding headroom and board-grade controls should be sustained. Delivery must be within 10% of baseline, and forecasts should reconcile client, balance-sheet, cash and people assumptions for three quarters. Priority issues require independent closure evidence; severe escalations cannot remain unresolved beyond 30 days.

What the board will measureCapital and liquidity headroom under drawdown and deposit stress.Forecast accuracy from client pipeline through balance sheet, profit and cash.Funding cost, tenor, concentration and execution against approved design.Close quality, substantiation and regulatory reporting continuity.Critical-finance retention at or above 90% and ready-now cover for 70% of direct reports.Quantified improvement in capital discipline with clean data ownership.The personYou are a Group CFO, major Bank CFO or Finance Executive with 22–28 years in regulated banking. You have signed financial statements, owned capital and liquidity decisions and managed board scrutiny through leadership change.

Your P&L;, book, budget or accountable portfolio has been at least ₹35,100 crore, and you have led 550 or more people; this remit influences approximately 800. You can evidence a capital redesign whose funding and control outcomes held across two reporting periods.

You move comfortably from client facility behaviour to regulatory capital and board narrative. You preserve control under time pressure and challenge commercial assumptions without becoming the second risk function.

Non-negotiablesGroup or substantial bank-CFO accountability with board and audit-committee exposure.Ownership of at least ₹35,100 crore and leadership of 550 or more employees.Completed capital and funding redesign with sustained headroom and control outcomes.Direct statutory reporting, treasury, liquidity and planning responsibility.Onsite Gurugram presence, regulatory diligence and urgent-transition availability.Compensation and termsFixed compensation is ₹3.2–4.6 crore plus performance variable and LTI. The permanent appointment is onsite in Gurugram and can accommodate notice up to six months.

ConfidentialityThe bank, succession and capital alternatives remain confidential until mutual relevance is confirmed. Composite facts are deliberately non-identifying.

📌 Group Chief Financial Officer — Corporate Bank (Gurugram)
🏢 Gladwin International Leadership Advisors
📍 Gurugram