Job Summary
Finance Operations supports none of the six D&T pillars and none of the six operating units named in the Team
Charter — twelve in scope. This role owns the plan, the sequence and the dates for onboarding them, applying the
seven-step method set out in the charter, while the team continues to deliver the monthly close.
What the six-month term delivers. All twelve cannot reach steady state in six months, and this brief does not
pretend otherwise. The term delivers four things: the full scope registered, sized and sequenced; a governance
rhythm that runs without the project; the first pillar or operating unit in that sequence taken through all seven
steps to steady state; and a playbook, template set and reporting standard that the rest inherit. What follows is the
subject of the extension recommendation.
Key Responsibilities
Scope definition and control — establish in writing three things: which processes Finance Operations performs for each pillar and operating unit and which remain with them; which cost the team governs and which it does not; and where the boundary sits with D&T Performance and the Finance Business Partners. Then hold that definition when it is tested — twelve in scope will test it twelve times. ● Register, size and sequence — every pillar and operating unit in scope registered and sized, then sequenced into an onboarding order you propose and defend on volume, readiness and dependency rather than on who asks loudest. The sequence is yours to plan; it is not set in this brief. ● Planning and delivery — one integrated plan across the full scope, following the charter method, with dependencies outside the team made explicit and dated. ● Enablement — system, report and folder access confirmed ahead of the step that requires it, and a named finance counterpart secured for every pillar and operating unit. ● Governance and control — a detailed governance plan covering the weekly team meeting, the pillar and operating unit reviews, the Monthly Operating Review and the Quarterly Business Review — supported by an action log, a decision log and a risk and issue register. Every open item carries a named owner and a due date; nothing is closed without evidence. ● Knowledge transfer and cutover — transfer executed to the charter exit criteria: watch, with, under, alone; two matched cycles where a process exists today; a signed handover. Unresolved material gaps stay with the current owner — we do not inherit a broken process. ● Reporting — progress, risk and outcome reported at the Monthly Operating Review against measurable objectives, and at the Quarterly Business Review against the engagement objectives. Project Manager — Role Brief · Pillars + OUs: Finance Operations Onboarding · 1 Project Manager — Role Brief · Pillars + OUs: Finance Operations Onboarding · 2 ● Evidence for decisions — assemble the inputs the Finance Operations Lead requires — volumes from the Business Analyst, effort, gaps and dependencies. Resourcing and scope decisions are taken by the Lead, not by the project.