Job Description

End Date

Sunday 19 April 2026

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Flexible Working Options

Hybrid WorkingRole Profile: Finance Operations Senior Manager – Process Reengineering

Years 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.

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 ahighperforming, multidisciplinary team (process analysts, MI specialists, change practitioners); set clearobjectivesand drivea strong performanceculture.

• Act as escalation point for complex improvement topics andcrossfunctionaldecision making.

• Mentor and developcontinuousimprovementcapability acrossLTC Finance; coach Green Belts and projectleadsasappropriate

2.InsightLedTargeting (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 andhypothesisdrivenproblem solving to quantify opportunities, baseline current performance, and build robust business cases with tracked benefits.

• Drive improvements to holistic measures such ascosttoserve, productivity, touchless processing,right-firsttime, vendor andcolleagueexperience, 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 Sigmamethods—particularly DMAIC—and the recognised Black Belt toolset toidentifyroot causes and sustain improvements through control plans and SOPs.

• Ensure risk, policy, and control impacts (including SOX/audit expectations) are addressed, and that processesremainwellcontrolledpostchange

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, supplierselfservice) and run structuredproofsofconcept

• Translate successful experiments into scaled delivery in partnership with Technology/ERP (e.g., OracleFusion and SAP Ariba) andthirdpartyvendors; embed standardisation andstraightthroughprocessing.

5. Governance, Risk & Compliance

• Maintainhighqualitychange documentation (charters, risk logs, control impact assessments, test evidence, benefits trackers).

• Ensure changes meet internal policy, operational riskframeworksand auditstandards;track remediation actions to closure.

6. Stakeholder & Relationship Management

• Build strong relationships withonshore and offshore Financeleadership,Procurement,Technology/ERP, Data/MI, Risk &Controlsand Internal Auditstakeholders

• Lead regular reviews with senior stakeholders, using concise,dataledstorytelling 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,wellcommunicatedmanner.

Skills & Experience

Technical Expertise

• Extensive experience (12–18 years) in process reengineering/continuous improvementwithin Finance Operations or Shared Services, ideally spanningRecord to Report, Cost Reporting,AP,ARand T&E.

• Demonstrabletrack recorddelivering measurable benefits through Lean Six Sigmamethodologies; 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 leadproblemsolvingprojects and coach teams.

• Strong MI and analytics capability: defining metrics, building dashboards, benefits baselining and tracking;handsonexperience with Power BI/Tableau and advanced Excel; familiarity with process miningdesirable.

• Experience delivering technologyenabledchangewith ERP platforms (OracleFusion experience preferred) and automation (e.g., workflow, RPA/OCR).

• Robust understanding of financial controls, governance, operationalriskand audit expectations inFinancial 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 andcontinuousimprovementculture across teams.