Job Title Director – Field Services Demand, Workforce Planning & Global Resource Optimisation Division / Tower Field Services (FS) Tower Function Demand & Forecast Management / Workforce Optimisation Location Chennai, India (Global Remit) Reports To Head of Field Services / VP – Field Services Employment Type Full-Time, Permanent Global Scope Americas, EMEA & APAC Travel Up to 20% (international travel as required) About Teceze Teceze is a global technology services company delivering end-to-end IT solutions across digital workplace services, IT infrastructure, wireless, data centre, field services, and managed services. The Field Services Tower is a mission-critical business unit providing on-site engineering support—including break-fix, IMAC, smart hands, deployments, and technology lifecycle services—to enterprise clients across the Americas, EMEA, and APAC. As the FS Tower scales globally, the ability to accurately forecast demand, optimise the field engineering workforce, and build intelligent coverage models is paramount to operational excellence and profitability. Key Responsibilities 1. Demand & Forecast Management – FS Tower Own the end-to-end demand forecasting engine for the Field Services Tower, translating sales pipeline, contract renewals, seasonal patterns, and client growth trajectories into accurate short-term (30/60/90-day), medium-term (quarterly), and long-term (annual) workforce demand forecasts. Build and maintain demand planning models that integrate data from CRM (Salesforce), ITSM (ServiceNow), workforce management tools, and financial planning systems to generate rolling forecasts with high accuracy. Collaborate closely with Sales, Pre-Sales, and Account Management teams to obtain early visibility into new deals, expansions, and contract renewals that will impact field engineering demand. Develop demand sensing capabilities to detect and respond to real-time shifts in ticket volumes, project ramp-ups, technology refresh cycles, and ad-hoc client requirements. Produce weekly and monthly demand vs. capacity reports with gap analysis, risk indicators, and recommended actions for leadership review. Establish demand governance forums—conducting regular demand review meetings with Sales, Delivery, Finance, and HR stakeholders to align on forecast assumptions and resource commitments. Track forecast accuracy metrics (MAPE, bias) and continuously refine models to improve predictive reliability. 2. Backfill Engineer Management Design and manage a comprehensive backfill management framework to ensure uninterrupted client service delivery during planned absences (leave, training, rotation) and unplanned events (attrition, illness, emergencies). Maintain a ready pool of pre-qualified, pre-vetted backfill engineers across all regions (Americas, EMEA, APAC), segmented by skill set, certification level, security clearance, and geographic proximity. Define backfill SLAs—including maximum response time to deploy a replacement engineer—aligned to client contractual requirements and internal service standards. Develop automated trigger mechanisms within workforce management systems that initiate backfill processes the moment a resource gap is identified, minimising manual intervention and response lag. Build relationships with strategic staffing partners and sub-contracting agencies in each region to supplement the internal backfill bench with reliable external capacity. Track and report backfill utilisation rates, time-to-fill metrics, and cost-per-backfill to ensure financial efficiency and continuous improvement. Conduct regular backfill readiness audits to validate bench strength, skill currency, and deployment preparedness across all geographies. 3. Optimisation & Efficiency of Global Field Engineer Pool Drive the continuous optimisation of the existing global field engineering workforce to maximise utilisation, minimise idle time, and reduce cost-to-serve while maintaining or improving service quality. Develop and track key efficiency metrics including engineer utilisation rate, tickets-per-engineer, travel time ratio, first-visit-completion rate, and cost-per-dispatch across all regions. Implement intelligent scheduling and dispatch optimisation—leveraging geographic proximity, skill matching, workload balancing, and route optimisation algorithms to improve operational throughput. Identify and eliminate inefficiencies such as over-staffing in low-demand zones, under-utilisation of multi-skilled engineers, excessive travel distances, and duplication of sub-contractor coverage. Conduct quarterly workforce productivity reviews by region, client, and engagement type, producing actionable insights and improvement roadmaps for Delivery leadership. Champion the adoption of workforce analytics, AI-driven scheduling tools, and mobile workforce management platforms to embed data-driven decision-making into daily operations. Benchmark Teceze’s field workforce efficiency against industry standards and competitor performance to identify improvement opportunities and best practices. 4. Strategic Sourcing Based on Business Demands Own the strategic sourcing function for field engineering talent, ensuring Teceze has access to the right skills, in the right locations, at the right cost—ahead of demand. Develop a sourcing strategy matrix that maps business demand signals (new deals, geographic expansion, technology shifts) to targeted recruitment, sub-contracting, and partnership actions. Build and manage a curated global network of field engineering sourcing channels including direct recruitment pipelines, staffing agency partnerships, freelancer platforms, and academic/trade school alliances. Establish a tiered sub-contractor management programme with preferred, approved, and ad-hoc vendor categories—each with defined quality standards, rate cards, and performance benchmarks. Collaborate with HR and Talent Acquisition to develop talent pipelines for high-demand skills (network engineering, data centre operations, wireless, digital workplace) and hard-to-fill geographies. Conduct make-vs-buy analysis for each market to determine the optimal mix of full-time employees, contractors, and sub-contracted partners based on cost, quality, scalability, and risk. Negotiate master service agreements (MSAs) and rate structures with strategic sourcing partners to ensure commercial competitiveness and contractual flexibility. Monitor sourcing lead times, quality-of-hire metrics, and time-to-productivity to ensure the sourcing engine keeps pace with business growth. 5. Field Engineer Alignment – Dedicated, Designated & Dispatch Models Define, formalise, and operationalise the three-tier field engineer engagement model across the global FS Tower: Develop clear classification criteria, commercial models, and costing frameworks for each engagement tier, ensuring alignment with client contracts and profitability targets. Create workforce transition playbooks for moving engineers between tiers as client needs evolve (e.g., scaling a Dispatch engagement up to Designated as ticket volumes grow). Build dashboards and reporting mechanisms to track the allocation split across Dedicated, Designated, and Dispatch models by region, client, and revenue contribution. Ensure each engagement model has defined onboarding protocols, performance standards, escalation procedures, and client communication norms. Work with Finance to model the unit economics of each tier—including revenue per engineer, margin contribution, and break-even utilisation thresholds. 6. Hub & Spoke Model – Global Coverage Architecture Architect, implement, and continuously optimise a Hub & Spoke coverage model to deliver cost-effective, scalable field services coverage across Teceze’s global footprint. Conduct detailed geographic demand analysis using historical ticket data, client location mapping, and travel-time modelling to determine optimal Hub placement and Spoke coverage radii. Define Hub tiers (Tier-1 Primary Hubs, Tier-2 Regional Hubs, Tier-3 Satellite Hubs) based on demand density, strategic client presence, and logistical accessibility. Establish standard operating procedures for each Hub, including staffing norms, skill-mix requirements, escalation protocols, parts inventory levels, and operational hours. Design Spoke coverage rules—including maximum travel distance/time from Hub, sub-contractor activation triggers, response time commitments, and cost thresholds. Build a global Hub & Spoke coverage map with real-time visibility into capacity, utilisation, and open demand at each node, accessible to Delivery, Sales, and leadership teams. Partner with Sales and Pre-Sales to leverage the Hub & Spoke map as a go-to-market asset—demonstrating coverage capability, response time commitments, and geographic reach to prospective clients. Continuously review and adjust the Hub & Spoke architecture based on new client wins, market exits, demand shifts, and cost-efficiency analysis—ensuring the model evolves with business needs. Develop business cases for new Hub establishment or Hub consolidation, including investment requirements, projected ROI, break-even timelines, and risk assessments. Required: Bachelor’s degree in Engineering, Operations Management, Business Administration, Supply Chain, or a related discipline. 12+ years of experience in IT field services, managed services, or IT infrastructure services, with at least 5 years in a workforce planning, resource management, or demand/capacity management leadership role. Proven track record of managing and optimising a large-scale, geographically distributed field engineering workforce (500+ engineers) across multiple countries and regions. Deep understanding of field services engagement models including dedicated, designated, and dispatch/pool-based resourcing.
Job Title
Director – Field Services Demand