Service Delivery Manager - Performance & Continuous Improvement

Bureau Veritas · Greater Noida

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BUREAU VERITAS  |  HR SHARED SERVICES HUB, NOIDA

Service Delivery Manager – Performance & Continuous Improvement

Intelligent Command Centre (ICC) & Transformation Lead – all towers

Bureau Veritas is building a greenfield HR Shared Services hub in Noida. The hub will bring HR operations that currently run separately in each country into one standardised, digitally enabled service centre. You will design your tower, move work into Noida in structured waves, and run it at scale to global standards.

You are the hub's performance and improvement engine. You will build the Intelligent Command Centre that gives leaders one real-time view of service health across every tower. You will also run the continuous improvement system that moves the hub from stable operations to best-in-class service.

1. Transition and shared services set-up

• Design the hub's performance framework: a KPI tree, SLA definitions, data sources and a reporting cadence shared by all towers.
• Capture and certify the pre-transition baselines for each country, so the hub can prove its value against the starting point.
• Support the transition PMO with readiness scorecards, go/no-go dashboards and hypercare tracking for every wave.
• Set up the Intelligent Command Centre, covering architecture, data pipelines, dashboards and alerting.

2. Process ownership and service delivery

• Run the ICC day to day, with real-time SLA, volume, backlog and escalation monitoring across R2P, R2H, Q2R and A2W.
• Lead the hub's governance rhythm: daily stand-ups, weekly tower reviews, monthly service reviews and quarterly business reviews with stakeholders.
• Own the hub-wide customer voice programme, including CSAT and NPS surveys, closing the loop with respondents, and reporting insight.
• Run hub-level capacity and productivity analytics to support resourcing decisions.

3. Governance, risk and controls

• Own the hub quality management system, covering process documentation standards, internal quality audits and control testing across towers.
• Maintain the hub risk register and the tracking of issues and actions.
• Build data governance for performance reporting so that there is one version of the truth.

4. Continuous improvement and digital

• Build and govern the hub-wide continuous improvement backlog. Prioritise by value and effort, and agree ownership with each GPO.
• Lead improvement projects using Lean, Six Sigma and process mining. Track benefits through to realised savings.
• Run the hub's automation and AI pipeline, from idea intake to business case, delivery and benefits tracking.
• Build a continuous improvement culture through training, recognition and a simple way for every employee to raise ideas.

5. People leadership, performance and culture

• Build the tower's team from the ground up. Define the structure, spans of control, role profiles and hiring plan for each transition wave.
• Recruit, onboard and develop team leads and specialists. Build succession cover for every critical role before the tower reaches steady state.
• Run a disciplined people-performance cycle covering goal setting, monthly one-to-ones, quarterly reviews and calibrated year-end ratings.
• Keep attrition, absence and engagement at or better than hub targets. Act early on hotspots.
• Model the hub culture of ownership, customer focus, speed with control and learning. Make it visible in how the team works every day.
• Build capability through skills matrices, cross-training and certification paths. Create career moves across towers.

WHAT SUCCESS LOOKS LIKE

• First 90 days: hub KPI framework, baseline method and ICC design signed off.
• By go-live: ICC live with real-time dashboards for the first transition wave, and the governance rhythm running.
• Within 12–18 months: continuous improvement portfolio delivering measurable, validated benefits, with hub-wide dashboards trusted by global stakeholders.

KEY PERFORMANCE INDICATORS

Targets are indicative. They will be finalised in the hub SLA framework and country baselines.

• Performance management and command-centre design for multi-tower shared services.
• Lean Six Sigma methods, including DMAIC, value-stream mapping and root-cause analysis.
• Data analytics and visualisation (Power BI or Tableau). SQL or data-modelling skills are an advantage.
• Process mining (Celonis, Signavio or similar) and automation pipeline management (RPA, AI).
• ITIL service level management and quality management systems.
• Benefits realisation and business case development.

LEADERSHIP COMPETENCIES

Customer-centric leadership  •  Builds teams from zero  •  Drives change and adoption  •  Sound judgement under pressure  •  Influences without authority across countries  •  Data-led decision making  •  Coaches and develops talent  •  Holds a high bar on control

Essential

• 15+ years of experience, including 7+ years in shared services performance, excellence or transformation roles.
• Has built and run an ICC, command centre or equivalent governance function.
• Has deployed continuous improvement frameworks across multi-tower shared services centres.
• Lean Six Sigma Black Belt.
• Master's degree in Business, HR, Engineering or a related field.

Preferred

• Transition PMO experience
• Process mining certification
• Change management certification (Prosci or equivalent)

KEY STAKEHOLDERS

Hub Director, all tower GPOs, Global HR leadership, HR technology and data teams, Finance, Internal Audit, transformation partners.

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