Assistant Vice President - Change the Bank

Job description

**Job Description** **Mizuho Global Services India Pvt. Ltd.** Mizuho Global Services Pvt Ltd (MGS) is a subsidiary company of Mizuho Bank, Ltd, which is one of the largest banks or so called ‘Mega Banks’ of Japan. MGS was established in the year 2020 as part of Mizuho’s long term strategy of creating a captive global processing centre for remotely handling banking and IT related operations of Mizuho Bank’s domestic and overseas offices and Mizuho’s group companies across the globe. At Mizuho we are committed to a culture that is driven by ethical values and supports diversity in all its forms for its talent pool. Direction of MGS’s development is paved by its three key pillars, which are Mutual Respect, Discipline and Transparency, which are set as the baseline of every process and operation carried out at MGS. **What’s in it for you?** - Immense exposure and learning - Excellent career growth - Company of highly passionate leaders and mentors - Ability to build things from scratch **Know more about MGS:** https://www.mizuhogroup.com/asia-pacific/mizuho-global-services **AVP – Change the Bank** **Process Initiatives, Governance & Service Management** **Role Purpose:** To strengthen the Change the Bank capability within Mizuho Global Services by leading structured process initiatives, governance forums, service management reviews, productivity improvement, benefit tracking, and cross-functional transformation across Operations. **Position Summary** The AVP – Change the Bank role will be responsible for driving process improvement, governance discipline, service management, and transformation delivery across Mizuho Global Services Operations. The role holder will partner with Operations, Risk, Technology, Quality, Business Management, and senior stakeholders to identify opportunities, prioritize initiatives, execute process changes, and sustain measurable benefits. The position is expected to operate as a transformation orchestrator and governance enabler. The individual should be able to convert business issues into structured change initiatives, facilitate senior governance forums, produce executive-level MI, and ensure that improvements are embedded into BAU operations with clear ownership, KPI tracking, and benefit validation. **Key Accountabilities** **A. Process Initiatives & Operational Excellence** - Lead end-to-end process diagnostics across Operations functions, including As-Is assessment, pain-point identification, root cause analysis, and To-Be process design. - Drive process reengineering initiatives to improve turnaround time, right-first-time quality, productivity, control effectiveness, and stakeholder experience. - Facilitate workshops with Operations SMEs, line managers, control teams, technology partners, and business stakeholders to identify transformation opportunities. - Apply Lean, Six Sigma, Kaizen, value stream mapping, and structured problem-solving methods to simplify processes and remove non-value-added activities. - Prepare business cases, initiative charters, implementation plans, and benefit tracking templates for approved process improvement projects. - Ensure process changes are documented, communicated, implemented, and handed over to BAU owners with clear controls and sustainability measures. **B. Governance Meetings & Executive Reporting** - Plan, coordinate, and facilitate CTB governance forums, steering committees, portfolio reviews, service review meetings, and senior management updates. - Create executive-ready governance packs covering initiative status, risks, issues, dependencies, decisions required, benefits, and overdue actions. - Maintain a structured CTB initiative pipeline with prioritization based on value, risk, customer impact, feasibility, regulatory relevance, and operational urgency. - Track governance actions to closure and escalate delays or unresolved issues through the agreed forum structure. - Support leadership communication by preparing crisp summaries, dashboards, decision notes, and management commentary. **C. Service Management & Performance Improvement** - Drive service management reviews with Operations units and stakeholders to assess service performance, SLA achievement, backlog trends, quality issues, escalations, and improvement actions. - Define, monitor, and improve key service metrics such as TAT, SLA adherence, RFT, error rate, capacity utilization, productivity, aging, and stakeholder feedback. - Identify service delivery gaps and convert recurring issues into structured improvement initiatives. - Partner with service delivery teams to standardize operating rhythms, issue management routines, performance dashboards, and action tracking mechanisms. - Support improved stakeholder experience through proactive service reviews, transparent MI, and disciplined follow-up. **D. Productivity, Capacity & Benefits Management** - Establish baseline measurements for volumes, FTE capacity, productivity, TAT, quality, and cost drivers. - Identify and quantify capacity release opportunities through process simplification, workflow redesign, automation, and elimination of duplicate effort. - Track planned versus delivered benefits, including effort saved, FTE capacity released, cost avoidance, risk reduction, quality improvement, and service enhancement. - Validate benefit sustainability after implementation and ensure ownership is transferred to BAU teams. - Develop productivity dashboards and management reporting to support leadership decisions. **E. Automation & Digital Enablement** - Partner with Technology, Digital Transformation, and Automation teams to identify opportunities for workflow digitization, RPA, OCR, AI, data automation, and platform enhancements. - Translate operational pain points into clear business requirements and solution proposals. - Support prioritization of automation use cases based on effort, impact, feasibility, control improvement, and benefit potential. - Coordinate UAT, imple