EVP – Strategy and Portfolio — Trading And Supply Organisation

The mandate

The enterprise is entering a phase in which leadership must resolve portfolio choices that have remained unresolved across planning cycles within a privately held integrated energy producer and services platform. The immediate arena is the trading and supply organisation during a commodity-cycle repositioning. For mandate 356, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Strategy and Portfolio operating perimeter covers approximately ₹36,000 crore in operated asset and trading portfolio, with activity spanning several trading and supply organisation customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Oil & Energy remit carries direct influence over roughly 2,175 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Strategy and Portfolio who can convert ambiguity into a short list of explicit choices for the trading and supply organisation. The EVP – Strategy and Portfolio Oil & Energy seat must resolve a commodity-cycle repositioning, while preserving the underlying strengths of the trading and supply organisation. For mandate 356, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Strategy and Portfolio’s first year on the trading and supply organisation is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 356, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the EVP – Strategy and Portfolio — Trading And Supply Organisation seat following an accelerated leadership transition. Interim accountability is in place for the trading and supply organisation, but the board wants a permanent appointment within 6–8 weeks because a commodity-cycle repositioning cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the EVP – Strategy and Portfolio value-creation thesis for the trading and supply organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹36,000 crore in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Oil & Energy organisation of about 2,175 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the trading and supply organisation economics and execution constraints created by a commodity-cycle repositioning, with EVP – Strategy and Portfolio-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Strategy and Portfolio operating review across commercial, customer, financial, people, technology and risk outcomes for the trading and supply organisation; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 356.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the trading and supply organisation, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the trading and supply organisation baseline, meet the 30 stakeholders most consequential to portfolio choices that have remained unresolved across planning cycles, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Strategy and Portfolio portfolio and organisation choices for the trading and supply organisation, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable trading and supply organisation trend against decisive capital allocation and a sequenced growth agenda, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Strategy and Portfolio’s agreed first-year trading and supply organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Strategy and Portfolio forecast that remains decision-useful across three consecutive quarters and reconciles the trading and supply organisation’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority trading and supply organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical trading and supply organisation talent and ready-now successors for at least 70% of the EVP – Strategy and Portfolio’s direct reports.
• A quantified EVP – Strategy and Portfolio-owned improvement in the trading and supply organisation operating constraint behind a commodity-cycle repositioning, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 356: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Strategy, Chief Strategy Officer or Portfolio Head in a privately held Oil & Energy or adjacent enterprise. In relation to the trading and supply organisation, your EVP – Strategy and Portfolio track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this EVP – Strategy and Portfolio brief.

As a EVP – Strategy and Portfolio candidate, you bring 22–28 years of progressive Oil & Energy or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹20,900 crore and led an organisation of at least 1,525 people.

For mandate 356, the board wants two transitions: a difficult trading and supply organisation portfolio choice and a leadership-system change during a commodity-cycle repositioning. As the prospective EVP – Strategy and Portfolio for this trading and supply organisation, you must challenge optimistic cases and still create followership. References for mandate 356 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Oil & Energy is based in Mumbai; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Strategy, Chief Strategy Officer or Portfolio Head, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹20,900 crore and leadership of no fewer than 1,525 employees in a comparable trading and supply organisation context.
• One completed Oil & Energy or adjacent-sector example of portfolio choices that have remained unresolved across planning cycles with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks EVP – Strategy and Portfolio-level trading and supply organisation consequences will not meet the bar.
• Willingness to meet the Mumbai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 356.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final trading and supply organisation scope and the candidate’s current mix. Any long-term participation for mandate 356 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Mumbai, centred on the trading and supply organisation, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 356.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 356. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 356.