SVP – Digital Platforms — Industrial-Equipment Business

The mandate

The business is consolidating manufacturing sites, but product and production truth remains distributed across local PLM, ERP, MES, quality and service systems. Part numbers, routings, revisions and equipment records do not always agree. A physical transfer can therefore arrive at the receiving plant without complete tooling, process history or warranty context. The SVP will create a controlled digital thread for footprint change and a simpler platform estate for the retained network.

Approximately 875 employees and material partners fall within the perimeter across enterprise applications, manufacturing systems, integration, data engineering, infrastructure, cyber and service. Engineering owns product definition, operations owns routings and plant readiness, finance owns accounting. The SVP owns platform architecture, technical migration, data quality and service continuity and must establish authoritative hand-offs among those accountabilities.

The goal is not to move every legacy system to a central instance. Some local applications contain specialised process or machine integration; others perpetuate workarounds that should not survive. Each decision must consider active orders, customer configuration, statutory records, service obligations and restore capability before a site is decommissioned.

Operational technology raises additional constraints. Old equipment may depend on unsupported interfaces, and connecting it to common platforms can introduce cyber risk. The appointee will use segmentation and controlled gateways while engineering evaluates replacement or isolation.

Master-data transition requires business decisions, not automated cleansing alone. Duplicate parts may carry different approved suppliers, inspection plans or customer ownership; routings that appear inconsistent may encode real qualification. The SVP will establish review thresholds and sign-off by engineering, quality, operations and finance. Merged records must retain ancestry so later warranty or customer questions can reproduce the state at manufacture.

Site closure changes technology support capacity. Local specialists often understand machine interfaces and unofficial recovery steps that are absent from documentation. The leader will identify critical knowledge, formalise safe procedures and arrange receiving support before employment transitions. A system cannot be declared centralised while its only competent restorer is leaving.

Why this seat is open

The footprint programme exposed a digital dependency gap and created an urgent new executive role. Local technology teams continue operating systems, but no leader has authority across product, plant and service platforms. Appointment is required before the first major site data transition.

What you will own

• Establish authoritative part, revision, routing, asset, quality and customer-configuration records.
• Create site-transfer data gates linked to physical tooling, process and qualification readiness.
• Decide retain, migrate, isolate, replace or retire outcomes for local and central platforms.
• Maintain live-order, warranty and statutory evidence through decommissioning.
• Build secure integration between enterprise and operational technology with tested recovery.
• Govern software, cloud and vendor exits so savings follow actual retirement.
• Lead cross-functional data remediation with accountable engineering, operations and finance owners.
• Develop platform and site-technology leaders able to support the retained network.

The first 12 months

In 90 days, map systems and data dependencies for the first transfers, sample part and routing records against physical work and identify unsupported OT exposure. Establish minimum transfer and closure evidence. Present target platform sequence, interim controls and any footprint milestones that technology readiness cannot yet support.

By month six, complete the first product-family digital transfer with reconciled revisions, routings, quality history and open orders. Introduce common integration monitoring and privileged-access control. Begin retirement only after restore, archive and operational fallback tests pass.

At twelve months, complete planned site transitions without a material order, quality, warranty or record failure; reconcile 99% of transferred active parts and routings; and reduce cross-system production exceptions by 40%. Retire at least 20% of addressable platform run cost, close 90% of high-risk access findings and demonstrate recovery of critical retained and archived systems in independent tests.

What the board will measure

• Physical transfers supported by complete, authoritative digital evidence.
• Customer, quality, financial and statutory continuity through site closure.
• Platform cost removed after safe migration and retirement.
• OT cyber and recovery control across retained plants.
• Clear ownership of product, routing and asset data.
• Platform leadership and support capability after local teams transition.

The person

You have 18–22 years in digital manufacturing, enterprise platforms or industrial technology and have led PLM, ERP, MES or service integration during plant transfer or closure. You understand configuration and routing data as operating controls, not merely records.

Your experience includes at least 600 employees and partners and platforms supporting more than ₹2,500 crore of orders, assets or revenue. You can show a transfer you delayed for data reasons, a local system you retained and how savings reached finance after retirement. Industrial cyber and recovery accountability are required.

This onsite Vadodara role involves extensive plant travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

The fixed range is ₹2.2–3.0 crore plus performance variable linked to transfer integrity, platform reliability, retirement value, cyber and leadership. This permanent onsite Vadodara role reports to the Group Chief Executive or named sponsor and requires significant plant travel. Notice up to six months can be considered before critical migrations.

Confidentiality

The company, sites, products, systems and transfer schedule remain confidential. Further material follows fit, conflict and security review and written confidentiality. Facts are generalised and combined; applicants must not contact vendors, plants or employees to identify the business.