Chief Technology Officer — Trading And Supply Organisation

The mandate

A privately held trading and supply organisation is separating from shared enterprise operations while market, logistics and customer commitments continue. Architecture choices now determine whether the new model can price, schedule, fulfil, settle and control risk independently. The board has created a CTO role to establish the technology boundary, transition services and long-term platform without duplicating every shared system or weakening live-book controls.

The perimeter covers approximately ₹27,350 crore in operated assets and trading portfolio and 1,350 employees and material partners. Accountability includes architecture, trading and supply platforms, data integration, infrastructure, cyber partnership, separation delivery, service management, vendors and talent. Business leaders own processes and risk retains independent control design. The CTO owns technical coherence, service continuity and the evidence that separated technology can operate safely.

Trading separation is time-sensitive. Positions, prices, confirmations, nominations, inventory, logistics, credit, settlement and finance cross existing boundaries. A legal entity can separate before its technology is ready, creating manual control and data exposure. The CTO must make dependency and residual risk visible before the transaction date.

Why this seat is open

This urgent new role has no predecessor. The separation timetable created the need after the hiring plan was approved, and appointment is targeted within six to eight weeks. Interim teams protect live services but cannot own the future architecture. The position is additive.

What you will own

• Define retained, separated and shared technology boundaries.
• Protect trade-to-settlement and physical-fulfilment continuity.
• Design transition services with cost, controls and exit dates.
• Govern data, identity, cyber and records through separation.
• Reset vendors and platform ownership for the standalone model.
• Build architecture, delivery and service successors.

The boundary design will follow capabilities and records. Trade capture, exposure, scheduling, terminals, inventory, customer contracts, billing and finance need systems of record and controlled interfaces. The CTO will map ownership, latency, reconciliation and failure consequence. A copied database is not separation if identifiers, rights or controls still depend on the parent.

Transition services will have scope, volume, service, security, data, change, cost and exit obligations. Each dependency will carry an internal owner and removal plan. Extensions require evidence and approval; they cannot become permanent shared architecture through inertia. The CTO will ensure new-company leaders understand the operational consequences before accepting service levels.

Migration will be sequenced around market and operational calendars. Position and settlement data require reconciled cutover, while physical assets may need longer coexistence. Dress rehearsals will test end-of-day, credit breach, nomination change, invoice, outage and recovery. Rollback and manual fallback will be safe, time-bound and independently controlled.

Cyber design will address privileged access, market connectivity, remote sites, partners and data movement. Identity separation cannot remove access needed for safe operations before replacements exist. Exceptions will state expiry and monitoring. Regulatory retention and legal hold will survive the organisational boundary.

Vendor contracts will be reassigned, split or replaced with usable data and transition rights. Internal product owners will carry cost, service and adoption. The CTO will challenge wholesale replacement whose benefits depend on unproven future growth, while refusing to preserve brittle components that make independent control impossible.

Operating support will be designed before cutover. Service desks, monitoring, batch control, incident command and business continuity must know which entity owns the response when a shared interface fails. The CTO will run simulated market-open, terminal-outage and settlement-day incidents across both organisations, record unresolved authority and fund remediation. A successful technical migration that leaves operational support dependent on personal relationships will not count as separation.

Benefits will include avoided duplicate cost, retired transition service, lower reconciliation and faster controlled change. Each benefit needs a baseline and owner in the standalone organisation. Transaction timing, vendor credits and delayed investment will be excluded from recurring savings, allowing the board to understand the true cost of independence.

The first 12 months

Within 75 days, the CTO will map the 20 critical dependencies, validate transition-service assumptions and assess leadership. The sponsor will receive boundary, sequencing and investment decisions.

By month eight, two end-to-end capability rehearsals should pass, priority data and identity separation should be controlled and five transition dependencies should have tested exit routes. Vendors will operate against separation and service scorecards.

At year-end, critical service availability should exceed 99.9%, cutover reconciliations close within approved windows and 90% of transition-service exits meet plan. Run cost should remain within 5% of the standalone case, with no high-severity control loss and ready cover for 70% of pivotal roles.

What the board will measure

• Independent operation without market or fulfilment interruption.
• Clear boundaries, records and transition-service exits.
• Cyber and control integrity through cutover.
• Technology cost aligned with the standalone model.
• Strong internal leadership and succession.

The person

You are a CTO, trading-platform executive or separation technology leader with 22–28 years of experience. You have carried accountable scope above ₹15,850 crore and led at least 950 people. Your record includes live markets, physical supply, data and complex carve-outs.

The board will test a dependency you retained temporarily, a cutover you delayed for reconciliation weakness and a transition service you exited early. You must connect architecture with operational and contractual reality. Infrastructure-only leadership will not qualify.

This onsite Vadodara role requires frequent market, asset, vendor and transition travel.

Compensation and terms

Fixed compensation is ₹3.2–4.6 crore plus performance variable and LTI. Measures include continuity, separation, controls, cost, vendor outcomes and succession. Long-term awards follow standard vesting and final scope.

Confidentiality

The company, transaction, books, systems, vendors and separation dates remain confidential. Further detail follows qualification and an undertaking. Composite context protects identity.