Managing Director – India Platform — Social-Infrastructure Portfolio

The mandate

An institutionally backed group has decided to combine Indian education, healthcare and civic-facility businesses that previously operated with separate leadership, funding and service models. Several mature assets may be monetised to fund new development, but inconsistent reporting and shared services obscure stand-alone value. The board needs a Managing Director who can integrate the platform without reducing social infrastructure to a property portfolio.

The MD will own approximately ₹30,700 crore in projects and operating assets and 1,600 employees and material partners. Accountability covers country P&L, portfolio, development, operations, service performance, partnerships, capital, people and statutory leadership. Sector operating leaders retain professional and service responsibilities. The MD owns integrated decisions, transparent asset economics and the quality of any balance-sheet rotation.

Integration will follow asset lifecycle and service model. A hospital, learning facility and civic complex may share procurement, finance or maintenance capability while needing distinct clinical, academic or public-service governance. The MD will define common foundations and protected sector authority. Synergy will be claimed only where service, control and workforce consequences are understood.

Capital rotation requires assets that can stand alone. Each candidate will need reliable contracts, service evidence, maintenance plans, management, systems and separated cash. Shared guarantees, licences, data or staff must be allocated or governed through transitional arrangements. The MD will not maximise near-term proceeds by transferring hidden obligations to operators, users or a future owner.

Why this seat is open

The former MD is leaving through an accelerated but orderly transition. Interim executives protect service and transaction decisions, yet integration cannot remain divided. The board seeks a permanent replacement within six to eight weeks. The departure is unrelated to an undisclosed service, compliance or conduct issue.

What you will own

• Combine previously separate businesses into a coherent India platform.
• Define common services and protected sector-specific authority.
• Re-underwrite assets for retain, invest, partner, monetise or exit.
• Preserve public-service quality through integration and transaction.
• Reset leadership, controls, capital and stakeholder governance.
• Build successors across platform and sector businesses.

The platform office will maintain a decision record for each asset covering service obligations, revenue, lifecycle cost, capital, people and separability. Allocations will not make weak assets look viable or starve essential services. Finance will validate stand-alone and retained-platform economics before any transaction gate.

Operating standards will be outcome-specific. Availability, safeguarding, clinical continuity, learning environment, accessibility and public response differ across assets. The MD will ensure common governance does not flatten professional requirements. Severe service or safety escalation will retain direct routes even when shared management layers are reduced.

Stakeholders need distinct engagement. Authorities, users, clinicians, educators, communities, lenders and investors will receive evidence relevant to their decisions. Confidential transaction work will not be used to avoid required consultation. Public commitments will be recorded and survive leadership or ownership transition.

Leadership selection will prioritise future roles and actual decisions. Legacy representation is not an integration principle, but specialist credibility and relationships carry value. The MD will act early on ambiguous accountabilities and protect pivotal talent with credible mandates rather than indefinite retention payments.

Data and operating systems will be assessed as part of platform integration. Patient, learner, tenant and public-user information has different consent and retention requirements; a common identity layer must not create inappropriate access across institutions. Shared finance and asset platforms will preserve the service-level and maintenance evidence needed for standalone operation. Each migration will have reconciliation, fallback and a named sector executive accepting readiness, rather than being declared complete by a central technology programme.

The first 12 months

Within 90 days, the MD will establish asset and service baselines, assess leadership and stabilise any integration or transaction risk. The board will receive the platform model, portfolio thesis and immediate capital choices.

By month eight, common finance, procurement or asset-management foundations should operate across selected businesses, two assets should reach retain, partner or monetise gates, and sector-service accountabilities will be documented and staffed.

At year-end, platform cost should improve 10%, service performance meet agreed thresholds across 95% of material measures and integration milestones remain within 10% of approved cost. At least ₹1,500 crore of capital should be released or committed through verified portfolio decisions, with no material service interruption caused by integration or separation.

What the board will measure

• Integrated economics without diluted service accountability.
• Asset rotation supported by genuine separability.
• Public and user commitments protected through change.
• Decisive leadership and responsible workforce integration.
• Strong country and sector succession.

The person

You are a Managing Director, infrastructure platform CEO or social-services executive with 28+ years of experience. You have owned at least ₹17,800 crore and led 1,125 people. Evidence must include a multi-business integration, an asset transaction and a service decision where stakeholder outcome outweighed a superficially attractive synergy.

This hybrid Mumbai role requires extensive asset, authority, investor and community travel. You combine capital judgement with respect for professional and public-service standards.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. Measures include service, integration, capital value, separability, leadership and stakeholder trust. Final structure will reflect the confirmed platform and statutory remit.

Confidentiality

The group, assets, service institutions, employees and transaction choices remain confidential. Further detail follows qualification and an undertaking. Mumbai and approximate figures are non-identifying.