Managing Director, Head of Finance Platform Centers of Excellence

Position Summary

The Finance Data & AI Office (DART) provides two core enterprise services: (1) Providing Certified Data and (2) Enabling Finance Transformation. This role is accountable for building and leading India-based capabilities in Workiva, Anaplan and Axiom/A360 Regulatory Reporting that enable the second service, while continuously transforming how Finance reporting, planning and regulatory processes are delivered through process reengineering, AI and automation.

The Managing Director, Head of Finance Platform Centers of Excellence will build deep functional and platform expertise across the three strategic capabilities and establish scalable Centers of Excellence that enable Finance domain owners to transform reporting, planning, forecasting and regulatory processes.

The leader will establish common standards, reusable assets, design patterns, development disciplines, governance and controls, while ensuring solutions remain anchored in business-owned priorities and outcomes.

Operating across Controllers, FP&A, Regulatory Reporting, Finance domain owners, DART, Technology, Risk and Controls, the leader will translate business requirements into scalable platform capabilities.

A major priority is reducing dependency on implementation partners over time by systematically transferring knowledge, building internal capability and creating sustainable platform expertise within DART.

The role is based in India and reports functionally to the Head of DART and locally to the DART India Regional Lead, ensuring alignment to DART’s global platform strategy and Finance transformation priorities while maintaining strong integration with the India organization.

Key Accountabilities

Platform COE Strategy & Leadership

• •Establish and lead Centers of Excellence for Workiva, Anaplan and Axiom/A360 Regulatory Reporting.
• •Define the operating model, roles, skills, standards, governance and ways of working for each COE.
• •Establish common principles across platforms while recognizing the distinct business purpose and technical characteristics of each.
• •Translate DART and Finance transformation priorities into platform roadmaps, capability-building plans and measurable outcomes.
• •Create clear accountability across Finance domain owners, DART platform teams, Technology and implementation partners.
• •Balance delivery of near-term priorities with development of scalable capabilities for future use cases.

Workiva Center of Excellence

• •Build the Workiva COE supporting transformation of financial, statutory and other prioritized reporting processes.
• •Establish reusable templates, standards, workflow patterns, controls and data-integration practices.
• •Support domain owners in redesigning reporting processes to use platform capabilities rather than replicating legacy processes.
• •Develop approaches for certified and controlled data consumption from strategic Finance data sources.
• •Establish standards for workflow, evidence, review, approval, documentation and auditability.
• •Support rationalization of manual processes, spreadsheets and legacy reporting solutions as capabilities mature.

Anaplan Center of Excellence

• •Establish an Anaplan COE supporting Finance planning, forecasting, performance management and other prioritized use cases.
• •Define modeling standards, reusable components, data-integration patterns, model lifecycle disciplines and governance.
• •Partner with domain owners to redesign planning and analytical processes around platform capabilities.
• •Create reusable models and components to reduce duplication and accelerate implementation.
• •Establish standards for scalability, performance, access, controls, change management and documentation.
• •Develop a disciplined process for identifying, assessing and prioritizing additional Anaplan opportunities.

Axiom/A360 Regulatory Reporting Center of Excellence

• •Lead the capability supporting Axiom/A360 and associated regulatory reporting processes.
• •Develop deep expertise in regulatory reporting data, calculations, workflow, controls and submission processes.
• •Partner with Regulatory Reporting, Controllers, Finance and Technology to strengthen accuracy, transparency and operational resilience.
• •Establish standards for configuration, change management, testing, reconciliation, documentation, lineage and controls.
• •Improve traceability from source data through transformations and calculations to regulatory outputs.
• •Identify opportunities for automation and simplification while preserving regulatory and control requirements.

Process Reengineering & Transformation

• •Ensure platform implementations start with the business outcome and process, not platform configuration.
• •Develop process-redesign playbooks that exploit native platform capabilities and eliminate unnecessary legacy activities.
• •Use platform implementations to identify processes, tools and solutions that can be consolidated or retired.
• •Establish mechanisms to discover and assess new platform use cases based on measurable business value.
• •Promote standardization and reuse while allowing justified differences driven by business or regulatory requirements.

Standards, Governance & Controls

• •Establish practical platform standards covering design, configuration, testing, deployment, access, change management, documentation and support.
• •Embed Finance control requirements, segregation of duties, approval workflows, traceability and auditability into platform design and delivery.
• •Establish reusable design patterns and guardrails that prevent uncontrolled proliferation of models, applications and configurations.
• •Partner with Technology, Risk and Controls to ensure compliance with enterprise policies and architecture requirements.
• •Establish lifecycle management from initial design through production and eventual retirement.

Data & Integration

• •Partner with DART Data Product & Governance and Technology so platforms consume certified, reusable data wherever available.
• •Promote common definitions and strategic data sourcing in place of repeated point-to-point sourcing.
• •Ensure lineage, reconciliation and control from source through platform outputs.
• •Reduce local data transformations and duplicate sourcing as strategic data capabilities mature.

Partner Management & Internal Capability Building

• •Provide functional leadership and subject-matter expertise in engagements with implementation partners.
• •Ensure external partners operate within platform standards, governance and delivery model.
• •Establish explicit knowledge-transfer and capability-building requirements in every partner engagement.
• •Build internal expertise to progressively reduce reliance on third parties for ongoing development and support.
• •Ensure documentation, design patterns and training materials remain with State Street after implementation.

Talent & India Capability Development

• •Build and develop high-performing India teams across Workiva, Anaplan and Axiom/A360.
• •Develop practitioners who combine Finance process knowledge, platform expertise, data fluency and controls discipline.
• •Establish training, certification, mentoring and career pathways, and communities of practice that promote reuse.
• •Develop succession plans and reduce key-person dependencies.
• •Build India as an integrated part of global DART, not a transactional offshore delivery team.

Global & Regional Leadership

• •Operate effectively within the dual reporting model, partnering with the Head of DART on global functional strategy, priorities, standards, investment and performance, and with the DART India Regional Lead on local leadership, culture and execution.
• •Connect India capability with U.S. and global Finance domain owners and stakeholders.
• •Provide transparent reporting on delivery, capacity, risks, platform adoption and capability maturity.
• •Influence senior stakeholders across organizational boundaries and resolve competing priorities constructively.

Required Qua