Senior Vice President - Business Enablement

This leader will establish Business Enablement as a scalable, enterprise-wide capability platform rather than a set of siloed functions. The mandate is to define, deploy, and continuously improve common frameworks, playbooks, governance cadences, and value tracking mechanisms that enable consistent execution and replication of transformation outcomes across the operations portfolio.

The role will directly lead and govern core horizontal CoEs and capabilities, including - 

• CoEs - Process Excellence, Transitions, Risk & Controls, Domain Learning Academies
• Delivery Teams - Workforce Management, Operational Analytics, and Quality Excellence 

Success will require strong executive influence, cross-BU alignment, disciplined operating rhythm, and the ability to convert capability design into scaled adoption and business outcomes.

• 25+ years of experience across global operations leadership, transformation, CoE leadership, and enterprise enablement.
• Proven track record of automation, analytics, process excellence, and operational transformation into BAU delivery environments.
• Demonstrated experience building enterprise CoEs with strong governance, adoption discipline, and measurable business impact.
• Strong executive presence with the ability to engage C-suite clients, internal operating committees, business unit leaders, and global stakeholders.
• Ability to operate as a horizontal enterprise leader without direct P&L control, influencing through standards, governance, outcomes, and credibility.
• Commercial acumen across RFPs, solutioning, margin management, value articulation, and client-facing differentiation.
• A systems thinker and enterprise integrator—able to connect multiple capability areas into one coherent operating system.
• Ability to convert frameworks into adoption, adoption into measurable outcomes, and outcomes into scalable enterprise advantage.

Core Responsibilities

• Define the enterprise operating model: Build ideal operating models for each CoE and institutionalize “design once, deploy everywhere” capability models across SGUs, geographies, and client accounts.
• Integrate CoEs into one enablement ecosystem: Lead multiple capability areas through common standards, minimum frameworks, SOPs, checklists, governance structures, and review cadences to avoid fragmentation and duplication.
• Drive standardization and adoption: Create and enforce “One EXL Operations” standards across accounts, including transition playbooks, process excellence methodologies, risk and control templates, quality frameworks, and deployment toolkits.
• Embed analytics in operations: Partner with service delivery team to industrialize forecasting models, exception-based decisioning, control towers, insight layers into BAU operations.
• Build next-gen workforce management: Establish WFM as a predictive, analytics-led capability focused on capacity optimization, utilization improvement, schedule adherence, skill-based staffing, and demand variability management.
• Scale domain capability building: Lead domain learning academies that build future-ready capability pipelines aligned to client needs, emerging skills, AI, analytics, digital operations, time-to-proficiency, productivity lift, and internal talent mobility.
• Institutionalize transition, quality, and risk excellence: Drive speed-to-stability, low-disruption transitions, stronger quality outcomes, audit readiness, control effectiveness, reduced defect leakage, and improved SLA and VOC performance.
• Own value realization governance: Establish an enterprise value realization discipline with KPI trees, benefit tracking, adoption metrics, transformation ROI, and committed-versus-realized value assurance.