SVP – Digital Platforms — Transaction-Banking Franchise

The mandate

A listed transaction bank has accumulated separate digital platforms for onboarding, payments, liquidity, servicing and employee work. Clients cross them to complete one task, and staff rekey data between systems. Investment continues, but adoption and process simplification remain unclear.

The SVP – Digital Platforms will steward technology supporting approximately ₹63,900 crore in loans and deposits and lead about 375 employees and material partners. Scope includes platform strategy, product management, architecture, delivery, reliability, controls, suppliers and adoption.

The executive must define target journeys and platforms, including what will retire. Active, compliant use matters more than licences or migrated records. Each platform needs users, service levels, control outcomes, unit cost and accountable business ownership.

Remediation should remove workarounds rather than add digital evidence over broken process. Local or product variants require proof. Data, entitlement and audit trails need consistency across customer and employee journeys.

Reliability is commercial. Corporate clients depend on predictable cut-offs, authorisation and service; platform incidents can become liquidity and trust events.

Platform economics must include client implementation and internal change. A technically common service remains fragmented if formats, entitlements and support vary. The SVP will set migration patterns, developer interfaces and certification that enable reuse without transferring complexity to clients. Product managers must own service after release. Architecture decisions need boundaries among payment rails, liquidity, identity and reporting, plus retirement conditions. Supplier roadmaps will be tested against data rights and exit. Cyber and resilience controls should be exercised at critical cut-offs, while engineering capacity reserves space for remediation and reliability.

Client onboarding to platforms is itself a product journey. Documentation, security administration, testing and support often determine time to value more than feature availability. The SVP will measure elapsed experience and remove internal hand-offs. Employee platforms need equivalent attention so operations staff do not rekey data or maintain offline trackers. Supervisory commitments will become backlog items, acceptance evidence and ordinary controls with first-line ownership. Independent validation will test material claims while engineering remains accountable for correction and maintainability.

Client councils will test roadmap choices before migration, while lost-service and complaint evidence receives equal weight to feedback from enthusiastic early adopters.

Every migration wave will retain a funded, rehearsed fallback until acceptance evidence is complete.

Platform economics must include client implementation and internal change. A technically common service remains fragmented if formats, entitlements and support vary. The SVP will set migration patterns, interfaces and certification that enable reuse without transferring complexity to clients. Product managers must own service after release. Architecture decisions need boundaries among payment rails, liquidity, identity and reporting, plus retirement conditions. Supplier roadmaps will be tested against data rights and exit. Cyber and resilience controls should be exercised at critical cut-offs, while capacity reserves space for remediation and reliability.

Why this seat is open

This urgent replacement follows an accelerated transition. The board seeks a permanent appointee within six to eight weeks while maintaining confidential interim coverage.

What you will own

• Define target platforms and complete customer and employee journeys.
• Steward technology supporting the ₹63,900 crore book.
• Govern remediation, access, evidence, data and sustainable closure.
• Tie investment to active adoption and process retirement.
• Improve reliability, recovery and incident ownership.
• Simplify suppliers, integrations and unsupported variants.
• Lead 375 employees and partners with stronger product succession.
• Present adoption, cost, control and service trade-offs to the board.

The first 12 months

The first 90 days should reconcile platforms, users, controls, incidents, cost and manual work. Meet the 30 stakeholders central to fragmentation, including clients, operations, risk, engineers and suppliers. Trace priority journeys, assess leaders, stabilise supervisory exposure and agree investment gates.

Months four to nine should select target platforms, retire a meaningful workaround and complete a controlled migration. Fill leadership gaps and improve product ownership. The first value should appear in adoption, reliability, reduced rekeying or retired run cost.

By year end, platform adoption, reliability and measurable simplification should be repeatable. Delivery must remain within 10% of baseline and forecasts should reconcile investment, service, customer and people over three quarters. Priority remediation needs independent closure evidence; severe escalation cannot age beyond 30 days.

What the board will measure

• Active, compliant use by client, employee and journey.
• Manual work, systems and integrations retired.
• Availability, recovery and service at critical transaction cut-offs.
• Supervisory controls embedded in ordinary platform operation.
• Retention above 90% for pivotal talent and immediate cover for 70% of direct reports.
• Quantified process simplification with clean adoption data.

The person

You are an SVP Digital Platforms, Technology Product Leader or Engineering Executive with 18–22 years in transaction banking or another regulated platform environment.

Your accountable P&L, book, budget or portfolio has been at least ₹37,050 crore, and you have led 350 or more people. You can evidence consolidation with sustained adoption, reliability and process results over two reporting periods.

You can challenge local platform attachment and central technology optimism while protecting client cut-offs and independent control ownership.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Bengaluru appointment is onsite and accommodates notice up to six months.

Confidentiality

The franchise and remediation remain confidential until fit is confirmed. Figures and events are composite.