SVP – Commercial Growth — Upstream Portfolio

The mandate

An institutionally backed Indian upstream portfolio has seen slower growth across priority customers and partnerships while operational constraints affect production and delivery flexibility. Commercial plans still assume volumes and reliability that technical teams are revalidating. The board needs an SVP Commercial Growth who can rebuild market commitments from deliverable molecules, choose where partnerships or infrastructure unlock value, and stop selling optionality the asset system cannot support.

The perimeter covers approximately ₹42,100 crore in operated assets and trading portfolio and 1,025 employees and material partners. Accountability includes commercial strategy, gas and liquids marketing, offtake, customer segments, partnerships, acreage or asset opportunities, contracts, pricing, business development and commercial talent. Asset leaders own production and technical authorities own integrity. The SVP owns commercial commitments, market evidence and the connection between growth and verified operating capacity.

Integrity is a commercial fact. Inspection, maintenance, well or facility constraints may alter volume, quality, timing and flexibility. Customer credibility depends on stating these effects early and choosing contract structures that the portfolio can perform under downside.

Growth may come from improved placement, processing or evacuation, a partner-funded development, farm-down, shared infrastructure or new customer solution. It should not be reduced to increasing headline contracted volume.

Why this seat is open

The need was not in the approved hiring calendar. The integrity programme exposed the absence of one commercial owner at a critical growth gate, creating an urgent and unplanned search. The board intends to move from qualified shortlist to offer within four to six weeks. Interim teams protect existing contracts but cannot reset the commercial portfolio.

What you will own

• Reconcile market commitments with field and facility deliverability.
• Segment customers by need, credit, flexibility and strategic value.
• Reshape pricing, offtake and partnership structures around constraint.
• Identify infrastructure, farm-down and development growth options.
• Govern pursuits through evidence, capital and walk-away gates.
• Build commercial leaders fluent in upstream operating reality.

The commercial baseline will separate firm, expected and contingent volume by field, facility, evacuation route and quality. Contract tolerance, nomination, make-up, penalty, force majeure and substitution rights will be tested against the integrity plan. The SVP will identify obligations whose economic downside is asymmetric and recommend renegotiation, protection or reduced exposure.

Customer strategy will examine use case and value, not only account size. Power, industrial, city-gas, refining or trading buyers may value reliability, swing, tenor, location or quality differently. Pricing and service will reflect the attribute supplied. Credit and payment security remain part of segment economics, especially when a long-term contract consumes scarce flexibility.

Partnerships will be used where contribution is specific. A midstream operator may unlock evacuation, a customer may support development through commitment, and another producer may improve utilisation through shared infrastructure. Governance, capital, volume priority, information and exit will be fixed before the relationship becomes embedded. Access without enforceable contribution is not growth.

Business development will use stage gates tied to technical evidence and capital. New acreage, asset positions or farm-downs require resource range, integrity or development need, infrastructure, approval, partner and exit cases. The SVP will distinguish a strategic option from an expensive unresolved commitment and set decision dates before exclusivity.

Commercial forecasting will track contribution after transport, processing, imbalance, credit and expected integrity constraint. A contract will not be called successful on signing. The team will monitor delivered volume, margin, penalties, flexibility consumed and customer outcome across cohorts, changing terms or segment focus when evidence weakens.

The first 12 months

Within 75 days, the SVP will revalidate the ten largest contracts and growth positions against asset integrity and assess leadership. The sponsor will receive immediate customer, commitment and partnership decisions.

By month eight, three material contracts should reflect revised deliverability, two partnership or infrastructure options should reach explicit proceed-or-stop gates and the priority customer portfolio should use attribute-based economics. Unsupported volume assumptions will be removed from forecasts.

At year-end, delivered commercial contribution should remain within 7% of forecast, contractual penalties fall 20% and 90% of new commitments carry integrity-tested supply cases. At least one new growth route should produce contracted, executable value without additional unprotected balance-sheet exposure.

What the board will measure

• Customer commitments supported by verified asset deliverability.
• Growth measured through executable contribution, not signed volume.
• Partnerships providing specific capital or operating advantage.
• Early action on contracts exposed by integrity constraints.
• Strong commercial leadership and succession.

The person

You are an SVP Commercial, upstream business-development leader or energy marketing executive with 22–28 years of experience. You have carried at least ₹24,400 crore in accountable scope and led no fewer than 725 people. Your record includes upstream production, offtake, infrastructure and partnership economics.

The board will test a customer commitment you reduced after technical challenge, a partnership that unlocked constrained value and an opportunity you stopped before exclusivity. You must earn credibility with subsurface, facilities, operations and customers. Sales experience without asset-backed commercial accountability will not qualify.

This onsite New Delhi role requires extensive customer, partner, asset and authority travel.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include deliverable contribution, contract performance, partnerships, forecast accuracy, capital discipline and succession. Final terms reflect the confirmed commercial perimeter.

Confidentiality

The sponsor, fields, integrity findings, customers, contracts and opportunities remain confidential. Further information follows qualification and an undertaking. Values and situations are combined to prevent identification.