Chief Operating Officer — Industrial-Equipment Business

The mandate

The board has concluded that incremental adjustment will not resolve operating complexity that has outgrown the current governance model within a listed multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during a working-capital release. For mandate 471, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Operating Officer operating perimeter covers approximately ₹12,450 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 Operating Officer Manufacturing remit carries direct influence over roughly 2,450 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Chief Operating Officer who can convert ambiguity into a short list of explicit choices for the industrial-equipment business. The Chief Operating Officer Manufacturing seat must resolve a working-capital release, while preserving the underlying strengths of the industrial-equipment business. For mandate 471, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Operating Officer’s first year on the industrial-equipment business is expected to end with delivery reliability, productivity and end-to-end accountability. In mandate 471, 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 Chief Operating Officer — Industrial-Equipment Business seat following an accelerated leadership transition. Interim accountability is in place for the industrial-equipment business, but the board wants a permanent appointment within 6–8 weeks because a working-capital release 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 Chief Operating Officer 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 ₹12,450 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Operating Officer Manufacturing organisation of about 2,450 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 working-capital release, with Chief Operating Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Operating Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the industrial-equipment business; remove reconciliations that obscure accountability.
• Have carried end-to-end delivery accountability across multiple sites, channels or markets with quantified service and cost outcomes in mandate 471.
• Build the Chief Operating Officer’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 operating complexity that has outgrown the current governance model, 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 Operating Officer 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 delivery reliability, productivity and end-to-end accountability, 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 Operating Officer’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 Operating Officer 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 Operating Officer 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 Operating Officer’s direct reports.
• A quantified Chief Operating Officer-owned improvement in the industrial-equipment business operating constraint behind a working-capital release, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 471: 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 COO, EVP Operations or Business Operations President in a listed Manufacturing or adjacent enterprise. In relation to the industrial-equipment business, your Chief Operating Officer 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 Operating Officer brief.

As a Chief Operating Officer 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 ₹7,200 crore and led an organisation of at least 1,725 people.

For mandate 471, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during a working-capital release. As the prospective Chief Operating Officer for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 471 must distinguish your contribution from the institution around you.

The Chief Operating Officer role in Manufacturing is based in Pune; 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 COO, EVP Operations or Business Operations President, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Chief Operating Officer ownership of at least ₹7,200 crore and leadership of no fewer than 1,725 employees in a comparable industrial-equipment business context.
• One completed Manufacturing or adjacent-sector example of operating complexity that has outgrown the current governance model 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 Operating Officer-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 471.

Compensation and terms

The anticipated Chief Operating Officer package is ₹3.2–4.6 crore fixed + performance variable and LTI, calibrated to the final industrial-equipment business scope and the candidate’s current mix. Any long-term participation for mandate 471 follows standard vesting and performance conditions. The Chief Operating Officer appointment in Pune, 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 471.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 471. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 471.