Regional Managing Director — India · Agriculture

Position overview

Gladwin International Leadership Advisors is representing a confidential organisation in Agriculture & AgriTech on a senior CIO leadership mandate anchored in India. The remit explicitly spans Africa, Malaysia, Singapore.

This is a country CEO / MD-class mandate with board- and headquarters-facing accountability for strategy execution, regulatory relationships, and brand in-market.

Success here is less about charisma in town halls and more about judgment in investment committees and talent decisions.

Context you will inherit

• Market & sector: Agritech commercialisation — translating technology proof-of-concepts into commercially viable businesses that earn farmer adoption and willingness to pay
• Geographic spine: Primary hub India with explicit corridor responsibility across Africa, Malaysia, Singapore.
• Organisation stage: Portfolio under review: non-core assets, JVs, and country footprints are actively questioned each planning cycle.
• Stakeholders: Stakeholders span board or regional executive committee, global functional heads, JV partners, and strategic account buyers.
• Secondary lens: Rural market leadership — building leaders who can operate effectively in India's 600,000 villages, managing complex agronomic, logistical, and social dynamics

The mandate (12–24 month arc)

1. Service catalogue: Clear offerings, owners, and SLAs — reduce bespoke IT arrangements that don’t scale.
2. Major incident command: Practised playbooks, comms templates, and executive briefing discipline.
3. Technical debt register: Visible to leadership; fund pay-down in proportion to risk and customer impact.
4. License optimisation: True-up discipline and shelf-ware elimination — partner with procurement.
5. Regulatory projects: Ring-fence capacity for supervisor-driven change without starving business roadmap.
6. Geographic IT: Harmonise standards across hubs while respecting data residency and local support needs.

Responsibilities (representative)

• Own IT service delivery, run cost, and major business system programmes.
• Partner with business on digital initiatives — clear roles vs. product/engineering where split.
• Lead infrastructure, cloud, and workplace technology strategy.
• Co-own cyber resilience with CISO; prioritise by business criticality.
• Rationalise application portfolio — retire, replace, or integrate duplicates.

Leadership profile

• Business systems: Large programme delivery — ERP, core platforms, or digital workplace at scale.
• Communication: Executive presence in English; additional languages valued where market-relevant.
• Judgment: High signal-to-noise under pressure; ethical clarity; willingness to halt initiatives that break risk appetite.
• Education: Strong undergraduate grounding; MBA / advanced degree / professional qualification common at this level.
• Geographic muscle: Comfort operating from India with regular engagement across Africa, Malaysia.

Team & culture

Expect some fatigue from prior change programmes. Your success depends on simpler priorities, fewer initiatives, and leaders who model accountability. Culture is how decisions get made when spreadsheets disagree — you set that tone.

Success measures (examples)

• Growth quality: Mix of recurring revenue, new logos, and cross-sell — not volume for its own sake.
• Productivity: Unit cost, automation savings, or throughput improvements with audited baselines.
• Customer: NPS / CSAT where tracked; contract renewals; reference-ability in strategic accounts.
• Franchise: Clean compliance record; reputation stability in industry and government forums.

First 90 days (orientation arc)

• Days 1–30: Listening tour — customers, regulators (as appropriate), top team 1:1s, and unfiltered view of numbers; pause major reorganisation.
• Days 30–60: Publish a short memo on priorities, non-goals, and decision rights; align executive committee on three enterprise bets.
• Days 60–90: Lock operating cadence; fill or upgrade one to two critical seats; deliver one visible win (customer, cost, or culture).
• Commission a pragmatic view of data, cyber, and automation posture; sponsor one bounded pilot with ROI hypothesis.
• Establish escalation discipline with matrix partners — fewer meetings, clearer decision logs.

Stakeholder map (illustrative)

• Internal: CEO or regional president, CFO, risk / legal, CHRO, CIO or CDO, business GMs, internal audit.
• External: Strategic accounts, channel partners, industry associations, regulators (where material).
• Owners: PE operating partners, promoter office, or public investors — pace and clarity matter as much as vision.

Travel & mobility

Role requires face-to-face presence in the primary hub with regular regional travel; remote-only not viable.

Compensation

Market-aligned CIO remuneration in Agriculture & AgriTech with performance linkage; sign-on and relocation considered for exceptional fits.

Application status

This mandate is no longer accepting new applications. The search progressed through Q4 2025 and closed for submissions in February 2026. We retain this posting for transparency on the type of leadership work we carry in Agriculture & AgriTech and India. For similar active mandates, browse open roles or submit a general profile through executive search inquiry.

Reference: agriculture-agritech · CIO · India · Gladwin International Leadership Advisors