SVP – Digital Platforms — Analytics Organisation

The mandate

Analytics teams at four locations have built separate environments for data preparation, model development, deployment and monitoring. The arrangement accelerated early experimentation, but it now produces repeated infrastructure, inconsistent lineage and long waits when work crosses jurisdictions. A consolidation into Gurugram has been approved. The objective is not a single tool imposed on every scientist; it is a governed platform that makes compliant reuse easier than local reinvention.

The newly established SVP – Digital Platforms will lead technology choices affecting approximately 775 employees and partners within an annual services perimeter of about ₹2,650 crore. The platform will support forecasting, customer and operational analytics used by global businesses. Product teams remain accountable for their models and business outcomes. This role owns the common developer experience, data access patterns, deployment paths, observability, platform economics and migration integrity.

The technical estate contains active models whose interruption could affect daily decisions. Some jurisdictions restrict data movement, while several legacy tools have poor ownership documentation. The SVP must establish a migration sequence based on risk and user value, provide credible exceptions where common services cannot comply, and retire redundant environments rather than allow the consolidated platform to become a fifth option.

Why this seat is open

Platform responsibility is currently divided among site technology heads. Consolidation creates an enterprise product that none can independently govern, so the board approved a planned new appointment. The four-to-six-month search is aligned to architecture and capital planning. Existing heads retain operational accountability until the SVP and formal platform organisation are in place.

What you will own

• Define the platform product strategy across discovery, development, deployment, monitoring and retirement, with explicit user groups and service boundaries.
• Create architecture and data-residency patterns that permit reuse while respecting jurisdictional, contractual and model-risk constraints.
• Inventory active environments and models, identify true owners and determine migration, containment or retirement for each material component.
• Make developer experience measurable through environment lead time, deployment frequency, failure recovery and support demand.
• Set platform reliability and security objectives proportionate to the business decisions supported, including tested recovery for critical services.
• Control cloud, tooling and vendor economics; expose idle and duplicated cost to product leaders without making infrastructure optimisation their second job.
• Build a multidisciplinary team spanning platform engineering, model operations, identity, reliability and product management.
• Govern exceptions with expiry dates and funded owners, preventing legitimate local needs from becoming permanent unmanaged divergence.

The first 12 months

During the first 90 days, the SVP will produce a trustworthy environment and model dependency map, settle architectural principles and select two migrations with contrasting regulatory and technical profiles. User research must establish why teams remain on legacy tooling. A board paper will identify any platform promises that should be withdrawn before capital is committed.

By month eight, common identity, deployment and observability services should support the first migrated products. The team will publish service objectives and a migration factory that includes lineage evidence, rollback and user acceptance. At least one redundant environment should be decommissioned completely, including contract and cloud cost.

At year-end, 60% of addressable analytics workloads should use approved platform paths, median environment provisioning should fall by 50%, and critical deployments should carry complete lineage and monitoring evidence. Duplicate tooling cost should reduce by 15%, with no severe data-residency or access breach. User adoption, not mandatory account creation, will determine progress.

What the board will measure

• Reliable analytics services during consolidation and no material business interruption caused by a rushed migration.
• Demonstrated developer adoption, improved flow and reduced support burden across more than one originating site.
• Retirement of legacy infrastructure and contracts, not simply migration announcements.
• Platform expenditure within 7% of forecast with unit-cost trends understandable to both technology and finance leaders.
• Successors and leadership depth across platform engineering, model operations and reliability.

The person

You are a digital-platform, data-platform or enterprise-technology leader who has consolidated a live multi-site estate. Your record includes platform product management as well as architecture: you know that standards without migration and adoption are merely documents. Relevant backgrounds include global capability centres, regulated enterprises, cloud platforms and scaled analytics organisations.

You bring 18–22 years of experience and should have led an accountable technology perimeter of at least ₹1,550 crore and 550 employees or partners. You can explain a migration you slowed or reversed because evidence changed, and a legacy service you truly retired. Strong candidates understand model lifecycle and data controls but do not confuse centralisation with governance.

The appointment is onsite in Gurugram, with travel to originating sites during discovery and migration.

Compensation and terms

The anticipated fixed compensation is ₹2.2–3.0 crore with performance variable. Measures will combine adoption, flow, reliability, compliant migration and verified decommissioning savings. The final offer reflects relevant scale and current mix; superficial workload counts will not substitute for outcomes. A notice period of up to six months may be accommodated within the planned mobilisation.

Confidentiality

Platform vendors, model uses, jurisdictions and originating sites are excluded to prevent identification and protect security. Detailed architecture will be released only to qualified candidates under appropriate confidentiality. Applicants must treat the rounded operating figures as assessment context rather than a trail to the employer.