SVP – Commercial Growth — Cloud Platform

The mandate

An institutionally backed cloud platform has seen growth slow in customer segments previously treated as priorities. Several product lines pursue the same buyers with different pricing, sales motions and renewal assumptions. The investment committee has paused expansion until consolidation produces a commercial engine that can distinguish quality recurring revenue from temporary bookings.

The SVP – Commercial Growth will steward approximately ₹2,100 crore in annual recurring revenue and lead around 425 employees and material partners. Scope includes segment strategy, sales, pricing, strategic accounts, customer success, partners, pipeline, forecast and commercial input to product consolidation. The role is accountable to the Group Chief Executive or designated executive committee sponsor.

The baseline will connect opportunity to durable economics. Pipeline, conversion, contract value, adoption, retention, expansion, discount, service cost, cloud consumption and cash should reconcile by segment and cohort. The SVP will eliminate stages that reward optimism and expose growth dependent on concessions or unpriced delivery.

Priority segments will be retested from customer evidence. Need, buying process, product fit, competitive position and willingness to pay must support continued investment. A segment will not remain strategic because it once grew quickly or because a large sales team has been built around it.

Product-line consolidation is a customer transition. Overlapping propositions require a clear target offer, migration route, price logic and service plan. The commercial leader will identify customers needing parity, data movement or contractual protection and avoid forcing standardisation that destroys relationship value.

Pricing discipline will use value and consequence. Discounts require authority, duration, rationale and a customer commitment in return. Implementation, support, reliability and partner margin belong in the commercial case. Renewal teams cannot preserve ARR by accepting terms that weaken cash or future margin.

Strategic accounts need institutional depth. Customer outcomes, stakeholders, products, economics, risks and renewal events should appear in one plan. Senior coverage will include customers that contracted, complained or left, not only advocates selected by sales leaders.

Customer success will be accountable for adoption and realised value without becoming an unpriced services function. Success plans need measurable milestones and escalation. Product teams must own recurring gaps rather than rely indefinitely on account-specific workarounds.

Partners will be judged through sourced and influenced economics, implementation quality, customer ownership and renewal outcome. Contracts should include data, conduct, support and exit. Channel volume is not quality growth if poor-fit customers create churn or service burden.

The commercial organisation will align segment, account and product leadership. Incentives should balance ARR quality, price, collection and customer outcome. Succession will develop leaders able to make portfolio choices, not only exceed an annual bookings target.

Why this seat is open

This planned new role belongs to the future operating model, not an incumbent replacement. A four-to-six-month appointment process places the executive before the next capital and talent cycle while existing leaders keep their remits until activation.

What you will own

• Revalidate priority customer segments using complete economics.
• Steward commercial outcomes across ₹2,100 crore of ARR.
• Lead customer migration through product-line consolidation.
• Reset pipeline, pricing, renewal and forecast discipline.
• Build strategic-account depth and accountable customer success.
• Lead approximately 425 employees and partners with credible succession.
• Govern channel economics, customer ownership and service quality.
• Give the board clear investment, stop and downside choices.

The first 12 months

The first 90 days should reconcile segment economics, pipeline and product overlap. Meet the 30 stakeholders most consequential to growth, including customers, former customers, product, finance, customer success and partners. Assess leaders and agree commercial gates.

Months four to nine should make segment choices, consolidate propositions and reset pricing and incentives. Migrate priority customers and stop weak pursuits. Initial value may appear through price realisation, stronger retention, improved collection or capital released from a segment.

By year end, quality revenue, pricing discipline and the commercial engine should show consistent improvement. The value case must finish within a 10% tolerance, while three consecutive forecasts reconcile ARR cohorts, collections, customer movement and workforce capacity. Independent reviewers must accept priority-risk closure, and every severe escalation must be resolved within 30 days.

What the board will measure

• ARR quality, retention, expansion and contribution by segment.
• Price realisation after service, partner and cloud cost.
• Customer adoption and migration through product consolidation.
• Pipeline conversion and forecast accuracy across three quarters.
• Preserve more than 90% of pivotal leaders and ready cover for 70% of direct roles.
• Channel contribution after implementation and renewal outcomes.

The person

You are an SVP Sales, Commercial Director or Business Unit Head with 22–28 years in software, cloud, platforms, IT services or technology-enabled business services. You have owned a material value stream end to end, including budget, talent and measurable operating results.

Your accountable P&L, book, budget or portfolio has been at least ₹1,200 crore, and you have led 300 or more people. You can demonstrate growth outcomes sustained over two reporting periods.

You understand recurring revenue, pricing and product consolidation. You can challenge sales optimism, manage difficult customer migrations and protect profitable growth while changing incentives and leadership.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Hyderabad role is onsite and expects relocation, though a structured weekly commute may be considered during the first quarter; notice up to six months is acceptable.

Confidentiality

The company, customer segments and consolidation choices remain confidential. Identifying detail follows reciprocal interest under an undertaking; published facts are blended.