Battery-Analytics GCC Research-Lab Maturation Leader

The mandate

The India lab produces frequent prototypes but lacks authority over experimental sufficiency, negative-result retention and product-transfer gates. Battery-management and cell-science leaders require aligned release standards.

The interim will begin in Seoul within three weeks and lead for eighteen months across Korean laboratories and the India research centre. Search for a permanent digital battery research leader starts after two models clear cell-scale replication and one enters a product validation programme, expected by month eleven. The successor will chair a failed-hypothesis review and product-transfer gate during seven weeks of overlap.

Handover requires four research themes to have linked experiment and model provenance, retained negative evidence, explicit scientific and product decisions, repeatable cross-lab tests and India principal-investigator depth. Two blinded replications and three product-transfer reviews must run under the installed model. The successor receives experiment registries, assumption logs, IP choices, talent actions and unresolved scale-up risks.

The interim may stop an analytical release, require new cell tests, redirect research capacity, retire an unsupported theme and commit up to KRW 9 billion from the approved digital-research portfolio. Cell chemistry selection, production qualification, vehicle safety release, patent filing and plant-capacity decisions remain with established councils. India research leads may reject insufficient experimental design before modelling begins.

Gigafactory yield, enterprise high-performance-compute procurement, battery warranty policy, physical laboratory operations and chemistries outside the four themes remain outside scope. The seat owns experiment-to-model discipline, analytical research leadership, product-transfer gates, India capability maturation and succession. It cannot claim ownership of cell science simply because its evidence underpins model validity.

Why this seat is open

The failed scale-up demonstrated that prototype volume had outpaced experimental governance, then the accountable research executive exited. Cell scientists and software leaders disagree about where experimental responsibility ends and model responsibility begins. A temporary interdisciplinary leader can establish evidence discipline through live programmes and leave a mature India research bench.

What you will own

• Reconstruct the fast-charge failure across cell format, test conditions, feature choices, uncertainty, replication and intended product use.
• Connect experiment plans, raw measurements, transformations, model versions, assumptions and negative findings through durable provenance.
• Define India research authority over test sufficiency, analytical method, limitation disclosure and product-transfer recommendation.
• Establish gates from hypothesis through cross-lab replication, cell-scale validation, battery-management integration and deliberate closure.
• Build principal investigators and research-product leaders who can challenge both electrochemists and machine-learning specialists.
• Run blinded replication, changed-protocol and failed-hypothesis reviews that reward correction rather than presentation success.
• Transfer research portfolios, evidence registries, product gates, IP questions and succession actions through permanent-leader forums.

Candidate qualifications

• Led battery analytics, electrochemical modelling or comparable physical-science machine learning from research into product validation.
• Recovered a model failure caused by laboratory protocol, scale transition, feature selection or missing negative evidence.
• Matured an India research lab from prototype delivery into accountable experimental and product-transfer decisions.
• Joined cell scientists, data engineers and embedded-product leaders around reproducible evidence and explicit uncertainty.
• Governed publication and patent timing without allowing IP ambition to conceal weak replication or product fit.
• Handed a digital research portfolio to permanent leadership after witnessed hypothesis closure and validation gates.