Infrastructure Group Capital and Liquidity Discipline — Interim CFO

The mandate

The seat connects ring-fenced project obligations to group capital choices across infrastructure investment priorities and project liquidity. The immediate challenge is not simply raising funds: it is preventing apparently viable individual commitments from consuming the same available liquidity or relying on incompatible assumptions about support.

The appointment begins on 19 October 2026 and lasts eighteen months, with a permanent CFO search progressing during the term. Mumbai is the coordination base; project-site and lender meetings are scheduled through treasury and operating sponsors. The longer window allows capital commitments and operating cash to be observed beyond one reporting season, with the final quarter reserved for successor-led decisions.

Handover requires a coherent group liquidity view, project support conditions and investment commitments that reconcile to authorised approvals. The permanent CFO must reproduce downside headroom and lead a capital review without relying on undocumented lender or project history. Open contingent exposures must remain visible with owners and decision triggers, not disappear because a project reports positive accounting returns.

The CFO may direct existing finance leaders, allocate approved liquidity within policy and authorise budgeted operating expenditure up to ₹1 crore. New debt, guarantees, asset recycling, acquisitions and changes to group capital policy require board approval. Project support outside approved conditions is prohibited; the interim cannot use group cash to resolve a local shortfall without retained executive authorisation.

This seat excludes engineering delivery, concession negotiations and political or public-policy representation. Finance supplies evidence and challenges assumptions while specialists retain their technical and legal responsibilities. Day-rate compensation covers five weekly days; exceptional travel is reimbursed separately. No automatic permanent conversion, annualised salary figure or equity entitlement is attached to the interim assignment.

What you will own

• Establish a group liquidity and commitment register that distinguishes unrestricted cash, ring-fenced balances, approved support and contingent calls before capital priorities are reconsidered by executives.
• Decide allocations within authorised policy using project timing and downside headroom, preserving evidence that one funding assumption has not been promised to several competing commitments.
• Challenge investment cases through lifecycle cash, risk allocation and reversibility, separating accounting returns from conditions that require future group support or uncommitted external financing.
• Approve executive finance packs after reconciling project obligations, treasury movements and capital authorisations, retaining explanations for differences that cannot be resolved within the reporting cycle.
• Negotiate authorised funding execution with treasury and lenders, escalating new debt, guarantees or covenant concessions rather than assuming authority from the urgency of a project need.
• Direct financial governance of material contingent exposures through accountable owners and trigger-based reviews, preventing positive project performance summaries from obscuring contractual or support obligations.
• Transfer the group CFO seat through successor-led liquidity stress tests, capital committee reviews and an accepted map of lender decisions and project-support risks still open.

Candidate qualifications

• Demonstrate genuine group CFO or equivalent executive finance authority in capital-intensive infrastructure, energy or related operations. Identify capital and liquidity decisions personally signed and those retained by a board. A senior finance title without experience connecting project obligations to group resources cannot establish readiness for this interim executive seat.
• Show treasury, capital allocation and financial governance depth through a redacted group downside case. Explain how ring-fenced cash, contingent support and covenant conditions affected the decision. Candidates must distinguish financing execution from legal interpretation or concession negotiation and identify specialist opinions relied upon rather than presenting all project risk as finance-owned.
• Provide evidence of investment discipline that rejected, staged or recycled a capital commitment because group resilience mattered more than a local return. Describe the opposing operational argument and the eventual cash consequence. Supply the liquidity and accounting bridge, approvals relied upon and support conditions that made the chosen sequence defensible despite pressure to commit capital earlier.
• Establish thirty years of relevant experience and a completed transition of executive finance judgement to a successor. Show lender context, project-support conditions, unresolved exposures and delegated limits transferred through observed decisions. Demonstrate that the successor could distinguish approved funding execution from a new guarantee or support request requiring board consent, with downside headroom reproducible from the handover record.

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 11 October 2026. Mandate reference PCT-INT-2026-IND-29.