Chief Financial Officer — MedTech Commerce Channel and Service Capital

The mandate

A medical-technology commerce venture is expanding equipment distribution alongside installation support and recurring service arrangements. The board is creating an enduring CFO position because channel sales, customer acceptance and service obligations now create different funding exposures within the same transaction. Open-ended employment starts with a twenty-four-month agenda establishing the financial institution for this combined model. The seat is accountable beyond that period for reporting, capital allocation and the financial consequences of commercial commitments across a bounded venture platform.

Equipment shipment does not settle the economic case. Some contracts require documented installation acceptance before the final payment; distributor credit may run longer than the venture's supplier terms. Bundled support creates costs after the initial revenue event, and replacement commitments can consume both stock and technician capacity. You will distinguish those obligations using approved contractual and technical records. Clinical suitability, device regulation and installation certification remain with qualified owners. Finance must neither invent technical acceptance nor disregard the resulting cash and provision requirements because a sales target has been met.

Eleven colleagues cover finance, credit and service-commercial analysis. The CFO sets customer and distributor financial exposure limits within board-approved policy, decides finance concurrence on bundled offers and prioritises working-capital use within the approved plan. Commercial leaders own market and channel execution. Material financing, exceptional guarantees and strategic supplier arrangements remain reserved to the board. External tax, audit and regulatory advisers retain their professional responsibilities. Investor communication must explain the installed-base service exposure and recoverable cash without presenting every shipped unit as an equally complete or profitable sale.

During the opening agenda, directors should gain a contract-level view of installation-linked receivables, funded channel exposure and expected support consumption. Subsequent growth decisions should show whether service capability and available capital can sustain the equipment sold. Mumbai is the base, with distributor and installation-site visits planned for financial evidence review rather than technical approval. The CFO will develop dependable credit and finance deputies, make capital choices transparent and leave the organisation less dependent on founders interpreting scattered commercial commitments by personal familiarity.

What you will own

• Establish installation-linked receivable evidence using contractual payment triggers and technical-owner acceptance records, identifying exposures that cannot be treated as ordinary overdue invoices or automatically collectible shipment proceeds.
• Decide distributor credit allocation within approved limits by examining recovery behaviour, concentration and supplier-payment commitments, documenting when expansion needs additional capital rather than a larger unsecured receivable balance.
• Build bundled equipment-and-service economics that retain replacement, support and planned fulfilment obligations, distinguishing product sale contribution from the resources needed to honour the complete customer offer.
• Set the financial concurrence route for unusual guarantees and supplier terms, bringing material downside exposure to directors before commercial enthusiasm turns a contingent promise into an unsupported funding requirement.
• Recommend cash deployment between new channel reach, service capability and existing customer obligations, using scenario evidence that exposes the cost of delaying each option rather than comparing sales forecasts alone.
• Present venture funding and installed-base exposure in board materials reconciled to contracts and records, stating the uncertainty in acceptance timing, collections and continuing support without substituting finance judgement for technical evidence.
• Build credit and finance leadership underneath the CFO through structured case decisions, ensuring customer exceptions, provisioning questions and commercial terms remain reviewable when senior executives are travelling or negotiating.

Candidate qualifications

• Demonstrate finance responsibility in MedTech commerce, equipment distribution or a comparable business combining physical products with installation or continuing service. Explain a transaction in which shipment, customer acceptance and collectible cash occurred at different times. Your evidence should show the credit or capital choice you made and how technical or contractual facts altered that choice before the exposure became an overdue-account problem.
• Show an ability to interpret service commitments financially without claiming the professional authority of clinical, quality or regulatory specialists. Describe how you obtained reliable obligation evidence and translated it into a provision, pricing or cash recommendation. The candidate must be comfortable asking detailed operational questions while preserving the owners' responsibility for device condition, acceptable installation and required service standards.
• Relevant senior finance practice across 12–18 years should include head-of-finance or fractional CFO scope, board materials and working-capital decisions. ACCA, recognised financial training or equivalent applied accounting competence is expected. Explain a capital or fundraising discussion in which you reconciled the growth story to real customer and supplier commitments, including a downside financing path rather than relying on investor appetite alone.
• Evidence the leadership of a lean finance and credit team through changing commercial complexity. Distributor visits and supplier discussions require sound judgement, precise records and constructive challenge. You must demonstrate how you developed others to handle routine financial exceptions, retained accountability for material exposure and communicated unresolved evidence openly without making finance a bottleneck for every ordinary equipment sale.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 9 October 2026. Mandate reference CVU-PER-2026-IND-146.