SVP – Digital Platforms — Gas And LNG Business

The mandate

A listed Indian gas and LNG business uses separate digital platforms for customer nominations, contracts, field work, integrity, maintenance, workforce access and partner collaboration. Users repeat data and reconcile decisions manually, while the asset-integrity programme depends on a reliable path from inspection finding to engineering action and operating restriction. The board needs an SVP Digital Platforms to create connected journeys without attempting a disruptive wholesale replacement.

The perimeter supports approximately ₹33,850 crore in operated assets and commercial portfolio and 575 employees and material partners. Accountability includes digital product strategy, platform architecture, customer and employee experience, integration, delivery, data interfaces, service management, vendors and digital talent. Business teams own process and technology infrastructure retains service responsibilities. The SVP owns platform coherence, journey outcomes and whether releases improve integrity and commercial decisions.

Customer and asset journeys intersect. A capacity restriction may affect nomination, allocation, invoice and communication; a work order may require permits, parts, competence and engineering acceptance. The future platform must preserve role and evidence while making these dependencies visible.

The role is not authorised to place convenience above safety or contractual truth. Automation must retain competent human authority where consequences require judgement.

Why this seat is open

The requirement emerged outside the hiring calendar when the integrity programme exposed distributed digital ownership. This is urgent, unplanned hiring with a four-to-six-week shortlist-to-offer target. Interim teams protect live services, but cannot set permanent product and architecture choices. There is no predecessor.

What you will own

• Define customer, workforce and integrity product domains.
• Connect journeys through controlled identifiers and integrations.
• Prioritise releases by operating and user consequence.
• Govern legacy containment, convergence and retirement.
• Establish vendor, service and adoption accountability.
• Develop product, architecture and delivery successors.

Journey design will begin with real work. Customer nominations, capacity change, outage communication, field inspection, defect assessment, work execution and return to service will be observed across systems and teams. The SVP will identify repeated entry, broken context and unclear authority before selecting technology. A front end that hides unresolved back-office hand-offs is not a completed journey.

Product domains will have owners, roadmaps, service levels and outcome measures. Common identity, asset, contract, location and event identifiers will enable connection while source systems retain defined authority. Integration failures, latency and reconciliation will be measured. A data lake cannot become an uncontrolled substitute for fixing ownership.

Integrity workflow requires evidence and protection. Findings, images, inspection basis, engineering assessment, temporary control, due date and closure proof must remain traceable. The platform will distinguish recommendation, approval and operational release. Algorithms may rank or detect patterns, but cannot close an integrity threat or weaken conservative reporting.

Customer journeys will reflect contractual differences. Nominations, imbalance, allocation, billing and claims vary by service and agreement. Configuration can handle justified rules; bespoke code requires a lifecycle case. Communications during capacity constraint must use the controlled operating position and reach customers through agreed channels.

Field adoption will be tested where connectivity, protective equipment and shift patterns shape actual use. Mobile releases need offline behaviour, synchronisation and device-support evidence before rollout. The product team will observe whether technicians capture findings at source or reconstruct them later, then remove workflow friction without reducing the mandatory inspection record.

Legacy strategy will consider project timing, partner tools, records and service risk. Some components may remain contained until an asset or contract gate. Each decision will include cost, control debt, exit, data preservation and support. Vendors will provide export, transition, security and knowledge rights; internal product owners remain accountable for adoption and value.

The first 12 months

Within 75 days, the SVP will map the eight highest-consequence journeys, inventory critical platforms and assess leadership. The sponsor will receive contain, converge, replace and retire decisions plus immediate integrity-workflow gaps.

By month eight, two integrity journeys and one customer journey should operate shared identifiers and controlled hand-offs, three duplicate components should enter retirement and priority vendors should have outcome scorecards. Product reviews will use adoption, service and operating evidence.

At year-end, integrity decision cycle time should fall 25%, customer rework improve 20% and critical-platform availability exceed 99.9%. Duplicate run cost should decline 12%, while 95% of priority integrity records retain controlled lineage and ready cover exists for 70% of pivotal platform roles.

What the board will measure

• Faster integrity action with preserved technical authority.
• Customer journeys connected to real capacity and contracts.
• Lower duplication without destabilising live services.
• Product and vendor accountability beyond delivery activity.
• Strong internal platform leadership and succession.

The person

You are an SVP Digital Platforms, product-technology leader or enterprise applications executive with 18–22 years of experience. You have carried accountable scope above ₹19,650 crore and led at least 400 people. Your record includes asset-intensive operations, complex contracts and high-consequence workflow.

The board will test a journey you refused to call complete, a legacy system you contained rather than replaced and an automated decision where you preserved human authority. You must combine product judgement with architecture and operating credibility. Consumer-only experience without physical-asset consequence will not qualify.

This onsite Chennai role requires travel to terminals, pipelines, commercial centres, partners and digital teams.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include journey outcomes, integrity flow, service, simplification, adoption and succession. Final terms follow the confirmed digital perimeter.

Confidentiality

The enterprise, platforms, assets, customers, findings and vendors remain confidential. More information follows qualification and an undertaking. Rounded scope and combined circumstances prevent identification.