Middle Office Strategy and Implementation
US$225,000 – US$337,500 / yr base salary
Posted 13 Oct 2026
Advertised as “Middle Office Strategy and Implementation, Senior Vice President”
BranchFactor Summary
The original posting with the fluff stripped out
- Expected experience
- 15+ yrs
- Management level
- People management
- Contract
- Full-time
| Base salary | US$225,000 – US$337,500 / yr |
|---|
Study levelBachelor's
Field of studyBusiness, Finance, Operations (or related)
Study levelMaster's
Overview:
We are seeking a senior business transformation executive to establish and lead the strategic direction for Middle Office services supporting major asset managers. The role is accountable for defining the business transformation agenda, designing the future operating model, aligning client and enterprise priorities, and converting that direction into an executable portfolio of service, process and organizational improvements.
This role provides the business leadership that connects client outcomes, operational performance, technology, risk and control priorities, and investment decisions. The role will set business standards, govern key choices and ensure that individual initiatives collectively advance a coherent target operating model.
Role Mandate & Boundaries:
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Own the enterprise-wide Middle Office transformation and service strategy, including business principles, capability priorities, transition states and measurable outcomes for major asset managers.
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Act as the business decision authority across client-specific and enterprise initiatives, with accountability for alignment, prioritization, exceptions and reuse of common operating capabilities.
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Create the business capability roadmap and investment sequence.
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Deliver both an interim operating model and a final target operating model.
Key Responsibilities
Middle Office business transformation
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Define the end-to-end business transformation agenda across transaction processing, positions, cash, reconciliations, exception management, client reporting, controls and operational oversight.
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Create current-state process, capability and dependency views; identify service, control and operating-model gaps; and define practical transition plans that reduce fragmentation without disrupting client service.
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Partner with Operations, Product, Client Management, Risk and Finance to define service standards, decision rights, accountability, performance measures and implementation priorities.
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Chair business design and transformation reviews, maintaining traceability from client outcomes and control requirements to approved operating-model decisions, investments and delivery evidence.
Operating model and service strategy
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Design a clear target operating model covering organizational responsibilities, service delivery, process ownership, governance, controls, escalation paths and performance management.
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Establish a prioritized portfolio of business capabilities focused on service quality, operational efficiency, exception reduction, control effectiveness, scalability and client transparency.