SVP – Commercial Growth — Foundation-Model Platform

The mandate

An institutionally backed foundation-model platform is seeing slower growth in priority customer segments while model costs rise. Revenue can increase without creating value when custom evaluation, inference, support or engineering is underpriced. The investment committee has paused further expansion until one commercial leader can prove a repeatable economic engine.

The SVP – Commercial Growth will steward approximately ₹1,100 crore in AI product and services revenue and lead around 225 employees and material partners. Scope includes commercial strategy, sales, pricing, strategic accounts, partnerships, revenue operations, customer growth, forecasting, incentives and leadership. This commercial-growth remit is directly accountable to the Group Chief Executive or a formally appointed executive committee sponsor.

The first task is to rebuild segment economics. Pipeline, conversion, deployment, usage, model choice, compute, adaptation, service effort, retention and expansion should reconcile by cohort. The SVP will distinguish market slowdown from product, pricing, capacity or customer-value constraints.

Quality revenue must reflect the cost to deliver. Pricing should account for model and deployment architecture, consumption variability, service obligations and risk. The leader will identify contracts where growth creates negative contribution or uncontrolled technical demand, then reprice, redesign or decline them.

Priority segments need explicit value propositions. Enterprises buying foundation-model capability care about performance, reliability, privacy, control, integration and total cost. The SVP will focus on customer uses where the platform’s technical advantage supports willingness to pay and repeatable delivery.

Strategic accounts should provide adoption and learning without taking over the roadmap. Account plans need buying-group depth, deployment milestones, usage, value and expansion logic. Custom requests require a decision on reuse and complete economics before engineering commitment. Renewal risk and realised gross contribution should be reviewed together before additional coverage is committed.

Commercial forecasting will rely on customer actions. Stage definitions should reflect technical validation, security, procurement, deployment and budget decisions. Model capacity and product readiness belong in timing. The forecast should reconcile revenue, compute cash, customers and delivery effort.

Partners may improve market access, implementation or distribution. Their role, margin, capability, data rights and customer ownership need clarity. Partner-sourced labels will not substitute for evidence of incremental, retained value.

Incentives should balance revenue, price, adoption, retention and economic quality. A seller should not benefit from a booking that creates unpriced model cost or chronic expert dependence. Transitional plans require transparent measures and expiry.

The commercial organisation needs technical fluency and disciplined account leadership. The SVP will assess leaders, clarify regional and segment authority and build succession. One review will connect pipeline, pricing, usage, model cost, cash and people.

Why this seat is open

This urgent new role consolidates distributed commercial accountability. Interim governance protects current customers, but the board plans to move from qualified shortlist to offer within six to eight weeks before expansion decisions resume.

What you will own

• Reconstruct commercial economics by segment and customer cohort.
• Steward approximately ₹1,100 crore in AI product and services revenue.
• Align pricing with model, compute and service cost.
• Focus growth on repeatable high-value customer uses.
• Lead approximately 225 employees and material partners.
• Govern strategic custom work and roadmap consequences.
• Build customer-evidenced forecasts and partner economics.
• Align incentives, commercial capability and succession.

The first 12 months

The first 90 days should reconcile growth and cost, meet the 30 stakeholders closest to slowing segments and assess leaders. Stabilise priority account and pricing risks. Agree segment, contract and expansion gates with the board.

Months four to nine should reprice or redesign poor-quality revenue, focus coverage and improve account plans. Reset incentives, partner governance and forecasting. Early evidence may include better contribution, price, adoption or retained growth.

By year end, quality revenue, pricing discipline and a repeatable commercial engine should justify selective expansion. Delivery must remain within 10% of approval, with three forecasts aligning revenue, model cash, customers, usage and people. Severe commercial exceptions require a decided action inside 30 days.

What the board will measure

• Segment growth reconciled to customer and model economics.
• Price realisation covering compute and service obligations.
• Strategic accounts demonstrating deployment, adoption and expansion.
• Custom work governed through reuse and complete-cost decisions.
• Preserve more than nine in ten pivotal commercial leaders and ready successors for seven in ten direct roles.
• Forecasts reflecting technical validation and capacity dependencies.

The person

You are an SVP Sales, Commercial Director or Business Unit Head with 22–28 years in AI or adjacent technology. You have owned a material platform or value stream end to end, including budget, talent and measurable outcomes.

Your accountable P&L, book, budget or portfolio has been at least ₹1,100 crore, and you have led 220 or more people. Evidence should show commercial quality sustained over two reporting periods.

You understand foundation models, enterprise buying and consumption economics. You can refuse revenue that destroys value, work credibly with technical leaders and retain commercial followership through pricing change.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. This permanent Hyderabad role is onsite and expects relocation, though a structured weekly commute may be considered during the opening quarter. Notice up to six months can be managed.

Confidentiality

The client, accounts, model economics and commercial evidence remain confidential. Identifying particulars follow mutual relevance and formal confidentiality; public details are rounded and blended.