Carve-Out Employee-Transfer Leader

The mandate

A medical-device portfolio is being sold across seven countries. Quality, regulatory and engineering specialists serve both retained and divested products; individual mobility and retention promises sit outside HR systems; and proposed transfer dates must align with operational cutover. The role will establish the correct employee populations for the transaction.

The interim must begin onsite in Mumbai within two weeks and lead fourteen months through population agreement, consultation, legal completion and two buyer-ready employee cycles. Recruitment for permanent separation and transactions leadership starts after named populations and shared-role solutions are approved, anticipated in month eight. The successor will lead one buyer reconciliation and one post-transfer employee exception forum during six weeks of overlap.

Handover requires a person-level perimeter, employment entity, work allocation, transfer route, terms and promise register, consultation status, data and consent evidence, payroll and benefit interface, access plan, retention obligations and Day One owner. Two post-transfer cycles must reconcile. The successor inherits refusals, delayed countries, shared experts, unresolved claims, service agreements and employee communication commitments.

The interim may reject unsupported population changes, freeze informal employee promises, require manager attestations, redeploy separation resources and commit up to ₹20 crore inside the approved workforce-transition budget. Employment termination, collective agreement, legal transfer conclusion, executive appointment, buyer commercial terms and exceptions beyond delegation require existing authorities. Country HR remains accountable for local employee acts.

Manufacturing validation, product-regulatory decisions, technology separation, transaction valuation and retained-business workforce redesign remain outside scope. The seat owns workforce perimeter evidence, employee-transfer governance, consultation coordination, continuity, promise control, team formation and succession. It cannot move a person simply because cost follows the deal or hide dependency by assigning a shared specialist nominally to one side.

Why this seat is open

The failed rehearsal exposed a cost-centre population that did not reflect actual regulated work, followed by leadership resignation. Business managers protect scarce specialists, country teams face different processes and the buyer needs a stable Day One list. Temporary transaction-HR authority can resolve evidence and exercise post-transfer operation before a permanent leader inherits the portfolio.

What you will own

• Reconstruct the employee perimeter through actual work, manager evidence, cost, product accountability and legal-entity records.
• Resolve shared quality, regulatory, engineering and support roles through transfer, retention, service or replacement choices.
• Govern employment terms, individual promises, mobility, retention, benefits, leave, incentive and service-history evidence.
• Sequence information, consultation, consent, transfer and employee communication by country and operating dependency.
• Align HR, access, payroll, benefit, manager, site and buyer readiness for each Day One population.
• Run two buyer population reconciliations and post-transfer cycles with controlled exceptions and named owners.
• Transfer employee dossiers, consultation logs, promise registers, service dependencies and trained transaction-HR capability.

Candidate qualifications

• Held executive HR authority for a multi-country regulated-business carve-out and employee transfer through completion.
• Rebuilt person-level perimeters where cost centres, shared roles and actual work produced conflicting answers.
• Managed consultation, consent, terms, mobility, benefits, retention and individual promise evidence across jurisdictions.
• Protected product-quality and regulatory continuity while resolving scarce specialist allocation between buyer and seller.
• Worked with country counsel and buyer teams without claiming legal conclusion or transaction authority.
• Handed permanent leadership a stable population after Day One and observed post-transfer employee cycles.