Find The RightJob.
Finance Operations Senior Manager – Process Reengineering
End Date
Sunday 19 April 2026
We Support Flexible Working – Click here for more information on flexible working options
Flexible Working Options
Hybrid Working
Job Description Summary
Role Profile: Finance Operations Senior Manager – Process ReengineeringYears of Experience: 18+
Level: Grade F
Function: Finance – LTC Finance (Process Reengineering)
Location: Hyderabad Technology Centre
About the Role
The Grade F Process Reengineering Senior Manager provides strategic, operational and leadership oversight for a specialist team focused on continuous improvement across the Lloyds Technology Centre Finance teams. The team is responsible for scanning external market practices and technologies, using and producing MI to pinpoint efficiency opportunities, and delivering change end-to-end—from idea and business case through design, pilot, rollout, stabilisation and benefits realisation. Lean and Six Sigma methods (including the DMAIC framework) are applied to deliver measurable improvements in cost, speed, quality and control; Black Belt capability is expected to lead problem solving projects and coach the wider organisation.
Job Description
Key Responsibilities
1. Strategic Leadership & People Management
- Provide strategic leadership of the Process Reengineering team, ensuring priorities align to Finance outcomes and the broader Group agenda.
- Build and develop a highperforming, multidisciplinary team (process analysts, MI specialists, change practitioners); set clear objectives and drive a strong performance culture.
- Act as escalation point for complex improvement topics and crossfunctional decision making.
- Mentor and develop continuousimprovement capability across LTC Finance; coach Green Belts and project leads as appropriate.
2. InsightLed Targeting (MI & Analytics)
- Own the definition and production of performance MI and dashboards that expose inefficiency and failure demand (e.g., rework, handoffs, exceptions, backlog, aging, touchless rates, cycle times).
- Use data analysis and hypothesisdriven problem solving to quantify opportunities, baseline current performance, and build robust business cases with tracked benefits.
- Drive improvements to holistic measures such as costtoserve, productivity, touchless processing, right-firsttime, vendor and colleague experience, and operational resilience.
3. Change Ownership – Idea to Value
- Run initiatives through clear stage gates (problem framing options & design pilot rollout stabilisation benefits realisation) with transparent governance.
- Apply Lean Six Sigma methods—particularly DMAIC—and the recognised Black Belt toolset to identify root causes and sustain improvements through control plans and SOPs.
- Ensure risk, policy, and control impacts (including SOX/audit expectations) are addressed, and that processes remain wellcontrolled postchange.
4. External Scanning & Technology Enablement
- Proactively scan the external market for best practices and technologies (e.g., artificial intelligence, process mining, intelligent automation; including journal entry and reconciliation matching, OCR/ML for AP, AR and Expenses, supplier selfservice) and run structured proofsofconcept.
- Translate successful experiments into scaled delivery in partnership with Technology/ERP (e.g., Oracle Fusion and SAP Ariba) and thirdparty vendors; embed standardisation and straightthrough processing.
5. Governance, Risk & Compliance
- Maintain highquality change documentation (charters, risk logs, control impact assessments, test evidence, benefits trackers).
- Ensure changes meet internal policy, operational risk frameworks and audit standards; track remediation actions to closure.
6. Stakeholder & Relationship Management
- Build strong relationships with onshore and offshore Finance leadership, Procurement, Technology/ERP, Data/MI, Risk & Controls and Internal Audit stakeholders.
- Lead regular reviews with senior stakeholders, using concise, dataled storytelling to support prioritisation and decision making.
7. Demand & Portfolio Management
- Manage internal change demand through a prioritisation process that balances risk, service commitments and delivery capacity ensuring approved changes are implemented in a controlled, wellcommunicated manner.
Skills & Experience
Technical Expertise
- Extensive experience (12–18 years) in process reengineering/continuous improvement within Finance Operations or Shared Services, ideally spanning Record to Report, Cost Reporting, AP, AR and T&E.
- Demonstrable track record delivering measurable benefits through Lean Six Sigma methodologies; Black Belt certification (ASQ CSSBB or IASSC ICBB) required. The Black Belt standard confirms mastery of the DMAIC model and Lean concepts and readiness to lead problemsolving projects and coach teams.
- Strong MI and analytics capability: defining metrics, building dashboards, benefits baselining and tracking; handson experience with Power BI/Tableau and advanced Excel; familiarity with process mining desirable.
- Experience delivering technologyenabled change with ERP platforms (Oracle Fusion experience preferred) and automation (e.g., workflow, RPA/OCR).
- Robust understanding of financial controls, governance, operational risk and audit expectations in Financial Services.
Leadership & Behavioural Skills
- Proven senior leadership in a Global Capability Centre or outsourced operations context.
- Excellent stakeholder management and influencing skills up to Director level; clear, concise executive communication.
- Strong judgement and critical thinking; comfortable operating in ambiguity and at pace.
- Coaching mindset; ability to build capability and continuousimprovement culture across teams.
Similar jobs
No similar jobs found
© 2026 Qureos. All rights reserved.