Turnaround Cash and Operating Performance — Interim Director

The mandate

The interim will hold the recovery functional seat, connecting liquidity, programme choices and stakeholder escalation. The role requires finance and operating judgement but does not imply insolvency-practitioner authority, statutory CFO appointment or permission to bind creditors through informal commitments.

Cash and operating recovery decisions pass into the director's twelve-month bridge on 19 October 2026 while the permanent search continues. Mumbai is the primary base and planned operating-site reviews are included in the working schedule. Initial work establishes the cash and recovery decision baseline; the final quarter requires the successor to lead a cash-priority review and operating tradeoff without hidden historical context.

Handover must leave a controlled rolling cash view, credible operating actions and accountable stakeholder decisions. The permanent director must distinguish durable improvement from payments delayed or costs moved outside the recovery presentation. Open creditor, legal and restructuring dependencies remain visible with authorised owners, and the successor must reproduce the evidence supporting a material retain, redesign or stop recommendation.

The director may direct existing recovery workstreams, sequence approved actions and authorise budgeted remedial activity up to ₹25 lakh. New debt, creditor settlements, asset sales, permanent restructuring and executive appointments remain with the board or authorised specialists. The interim cannot promise repayment, waive legal rights or change risk allocation beyond the documented recovery delegation.

Out of scope are formal insolvency appointments, legal representation and transaction origination. Finance and operations evidence informs choices while specialists retain regulated and legal responsibilities. Five-day availability is priced by the day, with separately approved exceptional travel and no annual salary equivalent. The fixed term is not a guarantee of rescue, conversion or continued support after an accepted successor transfer.

What you will own

• Establish the rolling cash and recovery decision baseline, separating unrestricted liquidity, unavoidable obligations and proposed actions before management treats a payment delay or accounting adjustment as operating improvement.
• Decide approved recovery sequencing through cash, contribution and execution evidence, recording customer and supplier consequences rather than applying an indiscriminate cost-cutting or stop-work rule across operating programmes.
• Direct workstream owners through a joint cash-performance review, retaining accountable decisions and specialist dependencies instead of presenting disconnected initiatives as a coherent route to recovery.
• Challenge turnaround benefits against source-backed operating change, identifying where reported improvement relies on delayed obligations, exceptional adjustments or capacity assumptions that cannot support durable contribution.
• Approve budgeted remedial activity within delegation with explicit stop conditions, escalating material restructuring or funding choices rather than assuming authority from the urgency of a liquidity shortfall.
• Escalate creditor and stakeholder alternatives through authorised owners, preserving legal and board approval and refusing informal commitments that exceed the interim director's actual recovery remit.
• Transfer the recovery seat through successor-led cash, operating and stakeholder reviews, accepted evidence and a signed record of open legal, funding and board-retained decisions.

Candidate qualifications

• Demonstrate director-level turnaround, restructuring or operating finance responsibility with a recovery decision personally owned. Provide a redacted cash-performance case and identify the authority retained by executives, creditors or specialists. The role requires accountable functional judgement, not an insolvency appointment inferred from consulting experience or a guarantee of financial rescue.
• Show practical short-term liquidity, working-capital and operating contribution analysis with source-backed assumptions. Explain a recovery claim rejected because it merely deferred payments or changed presentation. Relevant finance qualification is useful, but legal rights, creditor remedies and formal restructuring conclusions must remain with authorised specialists rather than be invented to support the turnaround narrative.
• Evidence business transformation decisions that retained, redesigned or stopped activity after finance and operating challenge. Identify failed assumptions, execution constraints and the consequence for customers or suppliers. Candidates must be able to resolve workstream conflict without pretending to own all technical operations or using an unapproved restructuring recommendation as immediate executive authority.
• Establish nineteen years of relevant experience and a tested transfer of turnaround methods to another responsible leader. Show cash sources, stakeholder commitments and unresolved approvals retained honestly. Evidence should include a successor's refresh after a delayed receipt or changed operating constraint, showing the prioritisation decision and the creditor or board approval that remained outstanding.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 12 October 2026. Mandate reference PCT-INT-2026-IND-40.