Construction Programme Recovery Director — Interim

The mandate

The programme director seat will hold accountability for construction packages submitting progress through compatible acceleration plans. Critical interfaces, approvals and change consequences must reach one accountable decision owner. The interim will hold the project-director seat and restore a workable delivery sequence, not promise that every inherited delay can be removed without changing cost or scope.

Start is expected on 19 October 2026 for twelve months, with five working days weekly and regular site attendance agreed around the programme's needs. Gurugram is the primary location. A permanent project-director search runs concurrently. The first recovery review must distinguish genuine critical-path constraints from package-level activity that appears urgent but does not determine the next owner decision.

Handover requires an approved integrated programme, a traceable change register and a recovery rhythm that package managers can operate without informal intervention. The successor must chair a live interface meeting, resolve a representative change decision and accept the outstanding-risk register. Completion is the stable transfer of director control, not necessarily physical completion of every package.

The director may resequence approved work, set package reporting standards and authorise recovery actions inside the sponsor's delegated cost register. Scope additions, binding contract amendments and commitments above that register require owner approval. Safety authority remains with the designated site and statutory owners; the interim may stop an unsafe interface but cannot substitute programme pressure for their sign-off.

Detailed engineering redesign, claims litigation and selection of new permanent contractors are excluded. The sponsor provides current contracts, schedules and access to nominated design and commercial owners. The role needs experienced project direction that respects the distinction between recovering delivery and assuming unlimited contractual or technical authority.

What you will own

• Decide the integrated recovery sequence from package evidence, identifying the approvals and interfaces that genuinely control progress rather than accepting every team's critical-path claim.
• Establish the programme change register with scope, time and cost consequences, requiring an authorised owner decision before a proposed variation becomes assumed work.
• Set package-reporting gates that distinguish completed activity, usable deliverables and unresolved dependencies, preventing percentage progress from hiding a blocked interface.
• Allocate existing coordination capacity toward the most consequential delivery constraints, documenting the effect of deferring lower-priority recovery requests on the owner-approved integrated programme.
• Authorise delegated recovery actions only where contractual and safety interfaces are understood, escalating changes that alter binding scope or exceed approved cost limits.
• Chair owner-side interface reviews that produce dated decisions and evidence requirements, keeping design and statutory approval responsibilities with their authorised professionals.
• Transfer programme controls and recovery rationale to the successor through live decisions, confirming that unresolved claims and dependencies remain visible after the interim exits.

Candidate qualifications

• Demonstrate project-director responsibility in construction or complex capital delivery. Explain a recovery decision you personally directed, the interface evidence used and the cost or scope consequence presented to the owner. Candidates must distinguish programme authority from technical approvals held by engineering or statutory professionals.
• Show experience building an integrated recovery sequence from conflicting package plans. Describe how you identified the true constraint, challenged misleading progress and retained the dependency that could not responsibly be accelerated.
• Evidence commercial awareness of variations and delegated commitments. Provide a change decision where programme urgency did not justify proceeding without owner approval, and explain how time, scope and cost evidence were recorded.
• Demonstrate safe and disciplined leadership through contractor and design interfaces. Explain a stop-or-proceed situation, whose approval was required and how recovery pressure was kept separate from safety or quality acceptance.
• Provide proof of transferring programme control rather than relying on personal escalation relationships. A successor or owner team must have been able to operate the meeting rhythm, interpret the schedule and resolve a fresh change using the records you left. Explain how outstanding interface decisions were retained in the successor's first recovery review.

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 9 October 2026. Mandate reference PCT-INT-2026-IND-07.