EVP – Operations Transformation — Enterprise-Software Suite

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned enterprise technology and digital-products group. The immediate arena is the enterprise-software suite during a global go-to-market redesign. For mandate 108, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹1,400 crore in annual recurring revenue portfolio, with activity spanning several enterprise-software suite customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Technology remit carries direct influence over roughly 700 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the enterprise-software suite. The EVP – Operations Transformation Technology seat must resolve a global go-to-market redesign, while preserving the underlying strengths of the enterprise-software suite. For mandate 108, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the enterprise-software suite is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 108, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Operations Transformation — Enterprise-Software Suite seat, established because a global go-to-market redesign now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the enterprise-software suite, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – Operations Transformation value-creation thesis for the enterprise-software suite, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹1,400 crore in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Technology organisation of about 700 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-software suite economics and execution constraints created by a global go-to-market redesign, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-software suite; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 108.
• Build the EVP – Operations Transformation’s three-year succession and capability plan for the enterprise-software suite, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the enterprise-software suite baseline, meet the 30 stakeholders most consequential to an operations reset after service and cost drift, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Operations Transformation portfolio and organisation choices for the enterprise-software suite, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable enterprise-software suite trend against stable delivery, structurally lower cost and accountable operating rhythms, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the EVP – Operations Transformation’s agreed first-year enterprise-software suite value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Operations Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-software suite’s operating, cash, customer and people assumptions.
• Closure of the EVP – Operations Transformation mandate’s highest-priority enterprise-software suite risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-software suite talent and ready-now successors for at least 70% of the EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the enterprise-software suite operating constraint behind a global go-to-market redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 108: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a EVP Operations, COO or Transformation Director in a multinational-owned Technology or adjacent enterprise. In relation to the enterprise-software suite, your EVP – Operations Transformation track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from software, cloud services, digital platforms, IT services or technology-enabled business services will be considered where the operating model, customer stakes and governance intensity match this EVP – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Technology or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹1,000 crore and led an organisation of at least 600 people.

For mandate 108, the board wants two transitions: a difficult enterprise-software suite portfolio choice and a leadership-system change during a global go-to-market redesign. As the prospective EVP – Operations Transformation for this enterprise-software suite, you must challenge optimistic cases and still create followership. References for mandate 108 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation role in Technology is based in Pune; relocation is expected, although a structured weekly commute may be considered during the first quarter.

Non-negotiables

• Current or recent accountability at the level of EVP Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Technology governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹1,000 crore and leadership of no fewer than 600 employees in a comparable enterprise-software suite context.
• One completed Technology or adjacent-sector example of an operations reset after service and cost drift with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks EVP – Operations Transformation-level enterprise-software suite consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 108.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final enterprise-software suite scope and the candidate’s current mix. Any long-term participation for mandate 108 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Pune, centred on the enterprise-software suite, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 108.

Confidentiality

This search is being conducted without naming the client for mandate 108. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 108.