Managing Director – India Platform — Managed-Services Unit

The mandate

An institutionally backed technology group has mandated the combination of previously separate India businesses. Each carries its own customers, product-service mix, delivery structures, data and leadership. A managed-services product-line consolidation creates the opportunity for scale, but unresolved ownership and duplicated capability threaten to preserve the old businesses under a new label.

The Managing Director – India Platform will steward approximately ₹2,300 crore in annual recurring revenue and lead around 800 employees and material partners. Scope includes country P&L, portfolio, customers, delivery, platforms, partners, risk, people and governance. The Managing Director reports directly to the Group Chief Executive and board.

The country baseline will reconcile each legacy business on common economics. ARR, retention, margin, implementation, service, workforce, partners, infrastructure and cash should be visible. Allocations and internal transfers must not hide where one unit subsidises another or where reported scale depends on duplicate cost.

One country plan requires portfolio choices. Customer needs, strategic fit, recurring economics and capability should determine which services to invest in, combine, partner or exit. Legacy brand, sponsor or revenue cannot exempt a product line from evidence.

Customer continuity will shape consolidation. Account ownership, contracts, service commitments, pricing, support and renewal should move through explicit plans. The Managing Director will meet customers who reduced or left relationships and prevent internal integration milestones from overriding delivery.

Operating integration will address work and systems, not only reporting lines. Common service standards, data, processes, controls and platforms need boundaries. Local or business variation requires evidence, an owner and cost. Benefits count when duplicate roles, contracts or systems end.

Commercial governance will align pipeline, pricing and account decisions across the platform. Cross-sell must reflect genuine customer need and delivery capability. Incentives should reward persistent customer value, cash and enterprise contribution rather than protection of legacy revenue.

Leadership choices are central. Product, sales, operations and technology executives require clear country and enterprise accountabilities. Appointments should follow the future model, with successors developed across legacy boundaries. Interim arrangements cannot preserve vetoes after formal integration.

Partners and suppliers will be reviewed for economics, quality, resilience, data and exit. Consolidation may create leverage but also concentration. The organisation will retain enough knowledge and operating control to direct critical providers.

The operating cadence will combine customer, ARR, cash, service, risk and people. Forecasts should reveal dependencies and actions. Separate legacy reviews will end once common data and accountable leaders can support one decision forum.

Why this seat is open

This planned replacement provides a four-to-six-month incumbent succession period. The sequence protects customer and employee continuity while giving the successor influence over the integration plan before further capital and leadership choices are fixed.

What you will own

• Create one India plan from previously separate businesses.
• Steward ₹2,300 crore of ARR, cash and board forecasts.
• Make product-line invest, combine, partner and exit choices.
• Protect customers through contract, service and account integration.
• Remove duplicate operations, platforms, roles and partners.
• Lead approximately 800 employees and partners with integrated succession.
• Establish common commercial, risk and operating governance.
• Give the board transparent synergies, dependencies and downside actions.

The first 12 months

The opening 90 days should reconcile legacy economics, customer commitments and integration dependencies. Meet the 30 stakeholders most consequential to the combination, including key and former customers, leaders, employees, finance, product and partners. Assess executives and agree integration gates.

Months four to nine should make portfolio and leadership decisions, unify governance and begin system and service consolidation. Reset customer ownership and material partners. Early value may appear through retention, duplicate cost removed, improved cash or capital redirected.

By year end, one country plan, integrated governance and profitable scale should operate consistently. Performance must stay within 10% of approval, supported by three quarters of forecasts aligning ARR, cash, customers and workforce. Priority issues need independent closure evidence; severe escalation cannot remain open beyond 30 days.

What the board will measure

• ARR quality and contribution on common legacy-business economics.
• Customer retention through account and service consolidation.
• Duplicate roles, systems, contracts and cost fully removed.
• Capital redirected through explicit product-line gates.
• Preserve above 90% of pivotal leaders and ready successors for 70% of direct roles.
• Integrated forecasts and governance replacing legacy forums.

The person

You are a Country Managing Director, India CEO or Regional Business President with 28 or more years in software, cloud, digital platforms, IT services or technology-enabled business services. You have combined separate businesses with direct commercial, people and governance accountability.

Your accountable P&L, book, budget or portfolio has been at least ₹1,350 crore, and you have led 700 or more people. You can show customer, economic and integration outcomes sustained over two reporting periods.

You understand managed services, recurring revenue and country leadership. You can make difficult portfolio and appointment choices while preserving customer confidence and enterprise alignment.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. The permanent Bengaluru role is hybrid and expects relocation, though a structured weekly commute may be considered in the first quarter; notice up to six months is acceptable.

Confidentiality

The company, incumbent, legacy businesses and customer plans remain confidential. Identifying details follow mutual fit under an undertaking; published facts are blended.