About the role
Key Responsibilities & Accountabilities
A. Business Understanding & Design Validation
Deeply understand and validate business requirements at the enterprise level before and throughout delivery:
• Engage with CXOs, Business Heads, and Process Owners to understand enterprise-level business problems, operating models, transformation goals, and success criteria.
• Validate solution design against documented requirements, business case objectives, Oracle ERP standard capabilities, and industry best practices – ensuring design integrity at every phase.
• Establish and enforce traceability from Requirement → Design → Configuration → Testing → Business Outcome, ensuring no gaps between intent and implementation.
• Challenge over-customization; actively promote standard Oracle product adoption, scalable architecture, and upgrade-friendly design patterns.
• Identify functional gaps and provide strategic resolution approaches that balance business needs with delivery pragmatism and long-term maintainability.
• Conduct structured requirement review sessions and design validation workshops at key program milestones (CRP, SIT, UAT, Go-Live).
B. Cross-Module Integration & Architecture Oversight
Ensure seamless end-to-end integration across Oracle ERP tracks and prevent silo-based implementation:
• Oversee cross-module integration across Finance (GL, AP, AR, FA, CM), SCM (Procurement, Inventory, OM, Manufacturing), Projects, and HCM (where applicable).
• Map and govern end-to-end business process flows including Order-to-Cash (O2C), Procure-to-Pay (P2P), Record-to-Report (R2R), and Manufacturing-to-Financial impact.
• Identify and manage interdependencies across modules and tracks to eliminate siloed implementations and ensure coherent enterprise-wide solutions.
• Provide architectural guidance on integration patterns, data flows, controls, compliance impacts, and interface design with third-party systems.
• Review and approve integration designs involving FBDI, HDL, REST/SOAP APIs, and Oracle Integration Cloud (OIC) or equivalent middleware.
• Ensure security architecture, role design, and segregation of duties (SoD) are addressed holistically across all modules.
C. Delivery Excellence & Governance
Own and drive structured delivery governance across all Oracle ERP programs under accountability:
• Establish program governance frameworks including steering committee structures, RAID log management, quality gates, tollgate reviews, and audit readiness protocols.
• Monitor and control scope adherence, budget consumption, schedule variance, milestone achievement, and risk mitigation across all active programs.
• Conduct regular delivery health assessments; proactively identify early warning indicators and take corrective action before risks escalate to issues.
• Enforce structured documentation standards covering Functional Design Documents (FDDs), configuration workbooks, test scripts, cutover plans, and training materials.
• Drive a culture of delivery transparency through structured status reporting, data-driven decision-making, and clear escalation paths.
• Ensure all programs are continuously audit-ready and compliant with internal quality standards and contractual obligations.
D. SOW Compliance & Commercial Governance
Ensure commercial discipline and financial integrity across all customer engagements:
• Maintain strict adherence to SOW commitments – ensuring deliverables are met on time, within scope, and at the agreed quality level across all programs.
• Proactively identify and manage scope creep through rigorous change control disciplines; work with clients to evaluate, price, and approve scope changes through formal Change Request (CR) processes.
• Support commercial discussions, contract governance, and renewal negotiations – protecting organizational margins while sustaining high customer satisfaction.
• Provide delivery input into proposal development, effort estimation, staffing models, and commercial bid reviews for new and expansion opportunities.
• Track and report on margin contribution, resource utilization, and commercial performance across the delivery portfolio.
• Flag commercial risks early and collaborate with Sales and Finance leadership to address them proactively.
E. Customer Relationship & Executive Stakeholder Management
Build and sustain trusted, long-term executive relationships with key customers:
• Act as the senior escalation point and executive sponsor for all assigned customer accounts – handling escalations with speed, professionalism, and accountability.
• Build CXO-level trust and credibility by consistently demonstrating business insight, delivery competence, and genuine commitment to customer success.
• Manage expectations proactively and transparently, ensuring no surprises through disciplined communication and structured governance.
• Conduct executive steering committee reviews, program health assessments, and business review sessions with senior customer stakeholders.
• Drive customer adoption, value realization, and measurable business outcomes – positioning the organization as a long-term strategic transformation partner, not merely a services vendor.
• Track and drive improvements in Customer Satisfaction (CSAT) and Net Promoter Score (NPS) across all accounts.
F. Quality Assurance & Best Practices
Establish and enforce solution quality standards throughout the delivery lifecycle:
• Establish structured solution review checkpoints at CRP stages, SIT/UAT cycles, and Go-Live readiness assessments.
• Ensure configuration aligns with approved functional design, testing covers all critical business scenarios, and controls and compliance are fully validated before go-live.
• Drive adoption of reusable templates, accelerators, and best practice frameworks to reduce rework, accelerate delivery, and elevate quality standards organization-wide.
• Promote design review boards and cross-program knowledge sharing to institutionalize quality practices.
• Own defect lifecycle governance, ensuring critical issues are resolved with root cause analysis and permanent corrective action.
G. Talent Mentoring & Team Capability Development
Build and develop high-performing Oracle functional delivery teams:
• Mentor and coach functional leads, solution architects, and senior consultants – building the next generation of Oracle ERP delivery talent within the organization.
• Identify skill gaps across functional teams and work with HR/Learning functions to drive targeted Oracle certification and capability development programs.
• Establish communities of practice and internal knowledge-sharing forums to build institutional knowledge and reduce dependence on individual expertise.
• Provide guidance and direction to functional team members on complex design decisions, client interactions, and delivery challenges.
• Support succession planning by identifying and nurturing high-potential team members for future leadership roles.
H. Post-Go-Live Value Realization & Account Growth
Ensure customers realize sustained, measurable business value from Oracle ERP investments:
• Implement structured hypercare programs ensuring smooth post-go-live stabilization, rapid issue resolution, and confident user adoption.
• Define and track post-go-live KPIs and benefits realization metrics to demonstrate tangible ROI and build the business case for further investment.
• Identify upsell and cross-sell opportunities based on realized value – working with Sales to develop expansion proposals for additional modules, services, or advisory engagements.
• Drive process optimization and continuous improvement initiatives that extend the value of Oracle ERP investments beyond the initial implementation.
• Maintain senior engagement through regular post-go-live touchpoints, QBRs (Quarterly Business Reviews), and innovation discussions.
Required Functional Expertise
Oracle ERP Functional Domains
• Finance – GL, AP, AR, Fixed Assets (FA), Cash Management (CM), Tax, Intercompany (Strong expertise required)
• Strong expertise in at least 2 major tracks and fair understanding on all tracks
• Supply Chain Management (SCM) – Procurement, Inventory, Order Management, Manufacturing
• Project Portfolio Management (PPM) – Project Costing, Billing, Contracts
• Human Capital Management (HCM) – Core HR, Payroll, Talent Management (where applicable)
• Strong cross-module understanding of end-to-end enterprise processes (O2C, P2P, R2R, MFG)
Technical & Integration Knowledge
Should have a fair understanding and overview of the below technologies:
• FBDI (File-Based Data Import) and HDL (HCM Data Loader) for data migration and bulk loading
• REST and SOAP integration patterns; Oracle Integration Cloud (OIC) or equivalent middleware
• Oracle reporting tools – OTBI, BI Publisher, FRS, SmartView
• Security architecture – roles, data access sets, and Segregation of Duties (SoD)
• Data migration strategy, CEMLI governance, and cutover planning
• Workflow configuration, extensibility, sandbox management, and BPM approvals
Delivery Methodology
• Deep familiarity with Oracle Cloud implementation methodology (OUM / AIM / Unified Methodology)
• Agile and waterfall hybrid delivery models for large-scale ERP programs
• SIT/UAT management, defect lifecycle governance, and quality assurance frameworks
• RAID log management, risk governance, and program health assessment techniques
Qualifications & Experience
Education
• Bachelor's Degree in Engineering, Commerce, Finance, Computer Science, or Management (Required)
• MBA or equivalent Master's Degree (Preferred but not mandatory)
• Oracle Cloud / Oracle ERP Certifications in active modules (Highly Desirable)
Experience
• 15–20+ years of total professional experience in Oracle ERP consulting, delivery, or enterprise applications
• Minimum 10+ years in Oracle ERP functional leadership with direct accountability for delivery outcomes
• 5–8 years in Delivery Leadership, Customer Success Leadership, or Engagement Director roles
• Demonstrated track record delivering complex Oracle Cloud programs at scale (multi-country, multi-entity preferred)
• Strong expertise in minimum two Oracle functional domains; Finance and/or SCM depth strongly preferred
• Prior experience in a consulting, systems integration, or managed services environment is essential
• Experience managing large enterprise customers and navigating CXO-level stakeholder environments
• Exposure to global and culturally diverse delivery teams across multiple geographies and time zones
Key Competencies
Competency
What This Looks Like
Enterprise Solution Thinking
Approaches problems at enterprise architecture level, not module level; connects dots across tracks and stakeholders
Business Process Re-engineering
Challenges legacy approaches: redesigns processes to leverage Oracle standard functionality and maximize business value
Design Governance & Architecture Validation
Enforces design standards, review checkpoints, and configuration quality throughout the delivery lifecycle
Cross-Track Alignment
Manages interdependencies across modules; prevents siloed delivery; ensures end-to-end process integrity
Executive Stakeholder Engagement
Commands confidence in CXO interactions; communicates complexity with authority, clarity, and business relevance
Program Risk Management
Proactively identifies, escalates, and mitigates delivery risks; decisive under ambiguity
SOW & Commercial Governance
Understands P&L drivers; manages scope, change control, and margins with commercial discipline
Outcome-Based Delivery
Measures success by business outcomes and value realized, not just on-time/on-budget delivery
People Development
Mentors talent, builds capability, creates a culture of accountability, learning, and high performance
Emotional Intelligence
Manages conflict with empathy and professionalism; builds trust across diverse stakeholder groups
Success Metrics & Key Performance Indicators
KPI
Target
Frequency
Delivery On-Time & On-Budget
>= 90% of milestones achieved as planned
Quarterly
Go-Live Quality (Critical Defects)
Zero critical / P1 defects at go-live
Per Engagement
Customer Satisfaction (CSAT / NPS)
CSAT >= 4.5/5.0 | NPS >= 50
Post-Go-Live
Scope Variance Control
< 5% unplanned scope growth without approved CRs
Monthly
Margin Contribution
Meet or exceed delivery margin targets per engagement
Monthly / Quarterly
Repeat & Expansion Revenue
>= 60% of accounts generating upsell / renewal revenue
Annual
Adoption & Business Outcome Realization
KPIs defined pre-go-live tracked and met within 6 months
Post-Go-Live
Oracle Certification Rate (Team)
>= 80% of functional leads certified on active modules
Annual