Managing Director – India Platform — Low-Carbon Platform

The mandate

An institutionally backed energy group is combining previously separate Indian low-carbon businesses spanning operating renewables, development ventures, new fuels and customer solutions. Each business has its own capital process, partners, systems and leadership cadence. An asset-integrity programme has also exposed inconsistent technical ownership across the combined book. The board seeks a Managing Director who can create one accountable India platform without forcing fundamentally different businesses into the same operating rhythm.

The perimeter covers approximately ₹46,100 crore in operated assets and development portfolio and 1,975 employees and material partners. Accountability includes platform P&L, strategy, capital, development, operations, commercial partnerships, safety and integrity, people, stakeholder relationships and portfolio governance. Venture and asset leaders retain line responsibilities, while technical authorities remain independent. The Managing Director owns the combined result and the integrity of choices across the platform.

The businesses sit at different stages. Operating assets require reliability, customer performance and lifecycle capital; development positions require land, approvals, offtake and financing; emerging options require bounded learning; customer propositions need adoption and margin. The MD must create comparable gates without pretending their evidence or time horizons are identical.

Integrity is the first shared standard. Design, inspection, maintenance, contractor competence, performance degradation and technical change need accountable authority across every asset type.

Why this seat is open

This is a planned replacement over four to six months. The incumbent continues normal authority and will transfer partner, regulator, asset and leadership context through an agreed handover. Confidentiality enables careful communication to employees, investors and counterparties. No undisclosed integrity event or conduct finding prompted the succession.

What you will own

• Establish one platform P&L, capital and governance system.
• Segment assets and ventures by stage, advantage and funding path.
• Reset technical authority and asset-integrity ownership.
• Integrate commercial, development and operating capabilities selectively.
• Govern partnerships, authorities and customer commitments.
• Build India leaders and successors across business stages.

The platform baseline will reconcile capital, cash, commitments, asset health and workforce. Shared costs and capabilities will be attributed transparently so one business cannot appear attractive through hidden subsidy. The MD will identify duplicate functions that should combine and specialist capabilities that should remain close to a venture or asset.

Portfolio pathways will be explicit: scale, operate, improve, partner, pause, learn or exit. Each position will carry evidence, next gate, funding and downside. Emerging technologies will have learning objectives and expenditure caps, while mature assets will have performance and lifecycle requirements. The board will see opportunity cost when multiple businesses seek the same capital or technical authority.

Integrity governance will define design and operating limits, technical authorities, inspection, defect action and change approval. The MD will ensure temporary controls have expiry and funding. Partner-operated assets and joint ventures will receive challenge through governance rights. Growth milestones will not override competent technical acceptance.

Integration will follow value, not symbolism. Common procurement, data, project controls, customer access or engineering may create leverage, but shared services need clear accountability and service levels. Where venture speed or partner agreements require distinct systems, the departure will be deliberate and costed. Employees should understand why some practices converge and others do not.

Commercial and partnership choices will test contribution. Offtake, technology, capital, land, execution or customer access must be specific, with governance and exit. Public-authority commitments will reconcile with delivery capacity and lifecycle economics. The MD can withdraw a high-profile opportunity whose evidence or operating readiness falls below the platform threshold.

The first 12 months

Within 90 days, the MD will validate the twelve largest capital and integrity positions, assess the combined leadership team and identify urgent customer or partner decisions. The board will receive a segmented portfolio and integration sequence.

By month eight, three businesses should operate common capital and performance gates, priority integrity actions should have funded owners and two shared capabilities should demonstrate measurable platform value. At least one weak or duplicative position should be paused, partnered or exited.

At year-end, platform cash and capital should remain within 7% of plan, high-severity integrity actions achieve 95% on-time closure and operating assets meet approved availability thresholds. Ninety per cent of development spend should sit behind gates, while ready succession covers 70% of pivotal India roles.

What the board will measure

• One transparent platform result across different business stages.
• Capital allocated through evidence and opportunity cost.
• Asset integrity governed consistently across entities and partners.
• Integration choices based on value rather than appearance.
• Strong India leadership and credible succession.

The person

You are an India Managing Director, energy business president or portfolio chief executive with more than 28 years of experience. You have carried accountable scope above ₹26,750 crore and led at least 1,375 people. Your record includes operating assets, development, partnerships and business integration in energy or infrastructure.

The board will test a business you kept separate after integration, an integrity decision that constrained growth and a portfolio option you stopped despite strategic attention. You must lead investors, engineers, customers, authorities and employees with one coherent economic story. Functional or venture-only leadership will not qualify.

This hybrid Mumbai appointment requires extensive travel across assets, ventures, partners and government forums.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. Measures include cash, capital, integrity, portfolio choices, integration and succession. Long-term awards follow standard vesting and confirmed platform scope.

Confidentiality

The group, businesses, assets, ventures, partners and integrity findings are confidential. Further detail follows qualification and an undertaking. Rounded values and blended portfolio context prevent identification.