Packaging Treasury and Capital Allocation VP — Interim

The mandate

The VP seat holds responsibility for treasury decisions and capital prioritisation across packaging manufacturing. Individual projects have business cases, but their timing is not consistently reconciled with debt obligations and working-capital needs. The interim will hold the VP seat, making those dependencies visible and preserving decision continuity without replacing the CFO's capital approval authority.

The nine-month term begins on 19 October 2026, with a permanent VP search operating in parallel. Five working days weekly combine Mumbai finance leadership with agreed plant and lender-information sessions. The first month must establish the funding calendar and identify which capital commitments are already binding, which remain optional and which are being represented as optional despite contractual consequences.

Handover requires a reconciled treasury exposure register, a capital-priority book with evidenced assumptions and an approved escalation route for funding conflicts. The successor must run a capital review and a treasury decision meeting without depending on the interim's personal memory. The role ends with that transfer, not with an assumed obligation to finish every manufacturing project.

The VP may prioritise finance analysis, set capital-paper evidence standards and approve treasury operations inside existing delegated limits. New borrowing, hedging products, asset disposals and permanent staffing decisions require CFO or committee approval. Operational project owners retain delivery obligations, and the interim cannot unilaterally change plant investment scope or promise financing terms to a counterparty.

Manufacturing process redesign, investor solicitation and a treasury-platform replacement are excluded. The sponsor provides authorised banking information, approved project cases and accountable plant finance contacts. This is corporate-finance leadership at VP scope, requiring the ability to challenge capital timing and cash consequences rather than a broader CFO title unsupported by the assignment.

What you will own

• Establish the binding-commitment and funding calendar, reconciling project cash calls, debt obligations and working-capital requirements before recommending a revised capital sequence.
• Decide which capital papers are ready for executive review, rejecting unsupported benefits and requiring operating sponsors to identify dependencies that can materially change cash timing.
• Set treasury exception reviews within delegated authority, documenting the financial consequence of delayed receipts, maturity concentration or unapproved currency exposure.
• Rank competing investments by evidence strength and funding flexibility, preserving the distinction between recommending a sequence and approving the underlying manufacturing project.
• Direct existing analysts to test the most consequential downside assumptions, recording why other requests receive less immediate finance capacity and identifying their next review date.
• Maintain an authorised investor-information bridge for capital and treasury measures, escalating unpublished or judgemental claims to the CFO before external use.
• Transfer the capital book, exposure register and delegated decision map to the successor, observing a live review and obtaining acceptance of residual commitments.

Candidate qualifications

• Evidence corporate-finance leadership in packaging, automotive or another capital-intensive manufacturing business. Explain a capital sequencing decision you personally shaped, the contractual commitment identified and the cash consequence that changed the recommendation. Candidates must distinguish VP delegated authority from capital approval held by the CFO or board.
• Demonstrate treasury competence through debt maturity, currency exposure and liquidity analysis. Provide an example where operating timing changed a funding requirement and show the evidence used to avoid either unnecessary borrowing or an unsupported assumption of available cash.
• Show ability to challenge manufacturing investment cases without assuming plant-management authority. Describe a benefits assumption that did not survive finance testing, how the operating sponsor responded and what remained outside your intervention.
• Provide a corporate-finance transition with usable records and a successor capable of making delegated decisions independently. Explain the approval register, unresolved exposure and review cadence transferred, rather than citing completion of a handover presentation.
• Demonstrate disciplined investor-information handling where capital plans or treasury measures informed authorised communication. Show how you reconciled a claim, identified its disclosure boundary and prevented scenario assumptions from being presented as committed outcomes.

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 14 October 2026. Mandate reference PCT-INT-2026-IND-06.