SVP – Commercial Growth — Urban-Mobility Marketplace

The mandate

The marketplace is leaving several low-density cities and concentrating investment in urban clusters where commuter, airport and enterprise demand can reinforce one another. That decision is strategically sound but commercially delicate. National account promises span cities being reduced; local teams fear that retrenchment will become their only story; and growth marketers still optimise registrations rather than repeat completed rides. The SVP must create a growth engine suited to a deliberately narrower footprint.

The commercial perimeter includes about 525 employees and partners across consumer growth, enterprise sales, partnerships, pricing and city commercial teams. The role does not control driver supply, yet every demand action must be planned with marketplace operations so that promotion does not produce cancellations or surge shocks. It will own net-revenue quality and customer mix, not vanity acquisition.

Priority cities differ. In some, the opportunity is reliable commuting in defined corridors; elsewhere it is airport pre-booking, late-night safety or employee transport for technology campuses. A single national campaign will not reveal those pools. The executive must build local propositions that share a disciplined measurement system and a recognisable trust promise.

Why this seat is open

City rationalisation changed the commercial job sufficiently that the board created an urgent new role. Existing leaders are organised by channel and cannot arbitrate national accounts, city propositions and consumer investment together. The first post-rationalisation planning window is already open, making an accountable appointment necessary before budget is dispersed through legacy channels.

What you will own

• Define demand pools and priority corridors for each retained city using frequency, fulfilment, acquisition payback and competitive response.
• Rebuild consumer acquisition around completed-ride cohorts and contribution after incentives, including a clear stop rule for paid channels.
• Reshape enterprise contracts whose national coverage promise conflicts with the chosen footprint; create partner solutions where direct service no longer makes sense.
• Develop airport, events and commuter propositions with operations, pricing and safety built in before launch.
• Give city commercial leaders bounded authority over local offers while protecting one measurement vocabulary and brand promise.
• Establish pricing experiments with holdouts, pre-agreed customer safeguards and visibility of driver-supply effects.
• Create an orderly customer transition in reduced markets, honouring balances and bookings and avoiding misleading acquisition activity.
• Build a commercial bench able to move between consumer, enterprise and partnership contexts rather than defend channel silos.

The first 12 months

In 90 days, map the revenue and contribution pools in the eight largest city clusters, audit acquisition payback by cohort and identify enterprise contracts affected by withdrawal decisions. Agree a joint demand-supply plan with operations for the next two seasonal peaks. Stop campaigns in markets where fulfilment cannot support the promise, even if headline lead volume falls.

By month six, launch three city propositions with explicit customer occasions and repeat-use targets. Re-contract or transition the most exposed national accounts, and replace channel budgeting with city-level contribution envelopes. Commercial reviews should examine acquired customers through their tenth ride, not celebrate first transactions.

After 12 months, retained cities should deliver 18% growth in completed rides with contribution per ride improved by 10%. Ninety-day repeat use among new customers should rise eight points; enterprise renewal value should exceed 92% after portfolio changes; airport and commuter offers should meet at least 85% of promised pickup windows. Customer complaints in exited cities must close without a material regulatory escalation.

What the board will measure

• Profitable density in named city corridors, including demand, available supply, fulfilment and repeat behaviour.
• Acquisition payback supported by finance-reconciled cohorts, not modelled lifetime value alone.
• Quality of enterprise renegotiation and retention after the direct-service footprint narrows.
• Evidence that pricing and promotion decisions account for driver availability and customer trust.
• Disciplined completion of city exits, with residual liabilities and brand effects managed.
• Commercial talent capable of owning local economics within enterprise standards.

The person

You are a commercial, growth or general-management executive with 22–28 years in a high-frequency consumer or business marketplace. You have grown cities selectively and have also withdrawn from places where economics or service could not support ambition. Mobility, delivery, travel, payments and local commerce are relevant backgrounds if you owned transactions beyond marketing attribution.

You should have led at least 350 employees and managed revenue, bookings or investment above ₹2,000 crore. The interview will explore how you measured incrementality, reconciled enterprise and consumer priorities, and behaved when a popular campaign overwhelmed operations. Evidence of sustainable frequency and cash payback matters more than gross customer additions.

The role is onsite in Gurugram with frequent city travel. The executive will report to the Group Chief Executive or designated sponsor and work as a peer of marketplace operations, not as its internal customer.

Compensation and terms

The expected fixed award is ₹2.2–3.0 crore plus variable pay linked to city contribution, repeat use, enterprise retention and service quality. This is a permanent onsite role in Gurugram, reporting to the Group Chief Executive or delegated executive sponsor. Travel is integral. A notice period of up to six months may be accepted where the candidate can participate in agreed pre-joining diligence.

Confidentiality

The retained and withdrawing cities, enterprise clients and commercial performance will be identified only to candidates who clear initial relevance, conflict and confidentiality checks. The description intentionally changes and rounds details. Do not infer the client from market activity or solicit information from mobility employees.