Chief Financial Officer – Transformation — Industrial-Equipment Business

The mandate

The next planning cycle has brought into focus finance transformation following inconsistent performance visibility within a institutionally backed multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during a plant-productivity gap. For mandate 453, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Financial Officer – Transformation operating perimeter covers approximately ₹10,400 crore in manufacturing and commercial portfolio, with activity spanning several industrial-equipment business customer, product and delivery clusters rather than a single asset. The Chief Financial Officer – Transformation Manufacturing remit carries direct influence over roughly 2,950 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Chief Financial Officer – Transformation who can convert ambiguity into a short list of explicit choices for the industrial-equipment business. The Chief Financial Officer – Transformation Manufacturing seat must resolve a plant-productivity gap, while preserving the underlying strengths of the industrial-equipment business. For mandate 453, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Financial Officer – Transformation’s first year on the industrial-equipment business is expected to end with a clean close, decision-quality economics and released working capital. In mandate 453, 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 Chief Financial Officer – Transformation — Industrial-Equipment Business seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the industrial-equipment business remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Chief Financial Officer – Transformation 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 ₹10,400 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Financial Officer – Transformation Manufacturing organisation of about 2,950 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 plant-productivity gap, with Chief Financial Officer – Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Financial Officer – Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the industrial-equipment business; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 453.
• Build the Chief Financial Officer – Transformation’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 finance transformation following inconsistent performance visibility, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Financial Officer – Transformation 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 a clean close, decision-quality economics and released working capital, 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 Chief Financial Officer – Transformation’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 Chief Financial Officer – Transformation 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 Chief Financial Officer – Transformation 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 Chief Financial Officer – Transformation’s direct reports.
• A quantified Chief Financial Officer – Transformation-owned improvement in the industrial-equipment business operating constraint behind a plant-productivity gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 453: 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 CFO, Deputy CFO or Group Financial Controller in a institutionally backed Manufacturing or adjacent enterprise. In relation to the industrial-equipment business, your Chief Financial Officer – Transformation 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 Chief Financial Officer – Transformation brief.

As a Chief Financial Officer – Transformation candidate, you bring 22–28 years of progressive Manufacturing 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 ₹6,050 crore and led an organisation of at least 2,075 people.

For mandate 453, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during a plant-productivity gap. As the prospective Chief Financial Officer – Transformation for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 453 must distinguish your contribution from the institution around you.

The Chief Financial Officer – Transformation role in Manufacturing is based in Ahmedabad; 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 CFO, Deputy CFO or Group Financial Controller, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Chief Financial Officer – Transformation ownership of at least ₹6,050 crore and leadership of no fewer than 2,075 employees in a comparable industrial-equipment business context.
• One completed Manufacturing or adjacent-sector example of finance transformation following inconsistent performance visibility 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 Chief Financial Officer – Transformation-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Ahmedabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 453.

Compensation and terms

The anticipated Chief Financial Officer – Transformation 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 453 follows standard vesting and performance conditions. The Chief Financial Officer – Transformation appointment in Ahmedabad, 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 453.

Confidentiality

This search is being conducted without naming the client for mandate 453. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 453.