SVP – Digital Platforms — Industrial-Equipment Business

The mandate

The chair and executive committee are aligned that the immediate priority is fragmented digital platforms constraining customer and employee journeys within a listed multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during a footprint consolidation. For mandate 459, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Digital Platforms operating perimeter covers approximately ₹9,200 crore in manufacturing and commercial portfolio, with activity spanning several industrial-equipment business customer, product and delivery clusters rather than a single asset. The SVP – Digital Platforms Manufacturing remit carries direct influence over roughly 875 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a SVP – Digital Platforms who can convert ambiguity into a short list of explicit choices for the industrial-equipment business. The SVP – Digital Platforms Manufacturing seat must resolve a footprint consolidation, while preserving the underlying strengths of the industrial-equipment business. For mandate 459, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Digital Platforms’s first year on the industrial-equipment business is expected to end with platform adoption, reliability and measurable process simplification. In mandate 459, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created SVP – Digital Platforms — Industrial-Equipment Business seat, established because a footprint consolidation now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the industrial-equipment business, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the SVP – Digital Platforms value-creation thesis for the industrial-equipment business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹9,200 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Digital Platforms Manufacturing organisation of about 875 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the industrial-equipment business economics and execution constraints created by a footprint consolidation, with SVP – Digital Platforms-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Digital Platforms operating review across commercial, customer, financial, people, technology and risk outcomes for the industrial-equipment business; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 459.
• Build the SVP – Digital Platforms’s three-year succession and capability plan for the industrial-equipment business, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the industrial-equipment business baseline, meet the 30 stakeholders most consequential to fragmented digital platforms constraining customer and employee journeys, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Digital Platforms portfolio and organisation choices for the industrial-equipment business, 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 industrial-equipment business trend against platform adoption, reliability and measurable process simplification, 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 SVP – Digital Platforms’s agreed first-year industrial-equipment business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Digital Platforms forecast that remains decision-useful across three consecutive quarters and reconciles the industrial-equipment business’s operating, cash, customer and people assumptions.
• Closure of the SVP – Digital Platforms mandate’s highest-priority industrial-equipment business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical industrial-equipment business talent and ready-now successors for at least 70% of the SVP – Digital Platforms’s direct reports.
• A quantified SVP – Digital Platforms-owned improvement in the industrial-equipment business operating constraint behind a footprint consolidation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 459: 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 SVP Digital, Platform Head or Technology Transformation Leader in a listed Manufacturing or adjacent enterprise. In relation to the industrial-equipment business, your SVP – Digital Platforms track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this SVP – Digital Platforms brief.

As a SVP – Digital Platforms candidate, you bring 18–22 years of progressive Manufacturing or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹5,350 crore and led an organisation of at least 625 people.

For mandate 459, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during a footprint consolidation. As the prospective SVP – Digital Platforms for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 459 must distinguish your contribution from the institution around you.

The SVP – Digital Platforms role in Manufacturing is based in Vadodara; 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 SVP Digital, Platform Head or Technology Transformation Leader, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven SVP – Digital Platforms ownership of at least ₹5,350 crore and leadership of no fewer than 625 employees in a comparable industrial-equipment business context.
• One completed Manufacturing or adjacent-sector example of fragmented digital platforms constraining customer and employee journeys with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks SVP – Digital Platforms-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Vadodara location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 459.

Compensation and terms

The anticipated SVP – Digital Platforms package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final industrial-equipment business scope and the candidate’s current mix. Any long-term participation for mandate 459 follows standard vesting and performance conditions. The SVP – Digital Platforms appointment in Vadodara, centred on the industrial-equipment business, 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 459.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 459. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 459.