Service Delivery Manager - Performance & Continuous Improvement

Bureau Veritas India Pvt. Ltd.; Dadri; On-site; INR 4,000,000 - 7,000,000; Full time

Job summary

Bureau Veritas India Pvt. Ltd. Noida invites a Service Delivery Manager for Performance & Continuous Improvement to lead the Intelligent Command Centre across towers, drive KPI governance, and oversee transition PMO.

You will shape a scalable hub in Noida and foster a culture of ownership and data-driven decision making. The role requires 15+ years in shared services/perf/improvement, Lean Six Sigma Black Belt, and a Master’s degree.

Qualifications

• 15+ years of experience in shared services performance, excellence or transformation roles.
• Master's degree in Business, HR, Engineering or related field.
• Lean Six Sigma Black Belt or equivalent certification is preferred.

Responsibilities

• Design the hub's performance framework including KPI tree, SLA definitions and data sources.
• Lead ongoing governance rhythms: daily stand-ups, weekly reviews, monthly service reviews.
• Own the hub-wide customer voice programmes (CSAT/NPS) and drive actionable insights.
• Run capacity analytics and support resourcing decisions across towers.
• Maintain risk, quality and data governance for consistent reporting.

Skills

Leadership

Performance management

Lean Six Sigma

Data analytics

People leadership

Education

Master's degree in Business/HR/Engineering

Tools

Power BI

Tableau

Celonis/Signavio

SQL/Data modelling

Job description

Service Delivery Manager Performance & Continuous Improvement

Intelligent Command Centre (ICC) & Transformation Lead all towers

Tower: Cross-tower: Performance, Governance & Continuous Improvement

Location: Noida, India (HR Shared Services Hub)

Reports to: HR SSC Regional Hub Director, Noida

Role type: People manager

Scope: Intelligent Command Centre, SLA and KPI governance, continuous improvement portfolio, transition PMO support and hub quality management

ABOUT THE HUB

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.

ROLE PURPOSE

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.

KEY RESPONSIBILITIES

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 1218 months: continuous improvement portfolio delivering measurable, validated benefits, with hub-wide dashboards trusted by global stakeholders.

KEY PERFORMANCE INDICATORS

Hub-wide SLA adherence: 95% across towers

Validated CI benefits: Annual savings and hours released against target

Automation hours released: Increased year on year

Reporting timeliness and accuracy: 100% on schedule

Hub CSAT / NPS: At or above target

Audit and quality findings: Closed within agreed timelines

CI participation: % of employees who submitted or delivered an improvement

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

TECHNICAL SKILLS

• 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

EXPERIENCE AND QUALIFICATIONS

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.