EVP – Operations Transformation — Enterprise-Software Suite

The mandate

A multinational-owned enterprise-software suite has allowed service and operating cost to drift while redesigning its global go-to-market model. Sales territories, implementation, support and customer success now hand work across incompatible queues and measures. Customers experience repeated escalation, while apparent cost savings rely on overtime, partners and deferred maintenance.

The EVP – Operations Transformation will steward operations supporting approximately ₹1,400 crore in annual recurring revenue and lead around 700 employees and material partners. Scope includes implementation, service operations, customer support, process design, workforce, partners, quality, resilience and transformation governance. Accountability runs to the Group Chief Executive or designated executive committee sponsor.

The baseline will follow complete customer journeys from signed contract through deployment, adoption, support and renewal. Demand, completion, queues, rework, exceptions, customer effort, cost and cash should reconcile. Local or functional service levels cannot exclude work transferred to another team or returned to the customer.

The go-to-market redesign changes operating demand. Segment promises, sales roles, partners and coverage models must connect to implementation capacity and service standards. The EVP will stop commercial commitments that cannot be delivered economically and ensure product or sales owners address recurring sources of operational effort.

Implementation requires clear readiness. Scope, configuration, data, security, customer resources, acceptance and billing milestones should have owners and gates. Custom requests need value and whole-life support economics. Projects cannot remain open indefinitely because revenue recognition or relationship pressure discourages a difficult decision.

Failure demand will be made visible. Status enquiries, repeated tickets, rejected configuration, duplicate data entry and reopenings consume capacity without customer value. Root causes may sit in product, documentation, sales promises or platform reliability; operations will retain ownership until the upstream change occurs.

Cost improvement must be structural. Spans, locations, workflow, automation, partners and management layers will be redesigned around demand. Benefits count when activity, contracts or capacity genuinely leave. Vacancy-led savings and transferred work will be separated from productivity.

Partners need equivalent customer and control standards. Contracts should define quality, capacity, knowledge, data, resilience, change and exit. The business must know where partner economics depend on rework or volume that transformation aims to remove.

The operating cadence will join service, customer, cash, risk and people. Forecasts should show demand drivers, capacity and leading indicators, with thresholds that trigger decisions. Competing reports that make the same service appear healthy or failing will be retired.

Leadership will move from functional protection to journey accountability. Successors should be tested through customer cut-overs, demand shocks and service incidents. The EVP will create a transformation team that enables operating leaders rather than becoming a permanent parallel organisation.

Why this seat is open

This urgent new role replaces distributed transformation ownership during the go-to-market redesign. Interim governance protects live service, but the board plans to appoint within six to eight weeks before further customer and workforce commitments are made.

What you will own

• Reset end-to-end service operations around the new go-to-market model.
• Steward delivery supporting ₹1,400 crore of annual recurring revenue.
• Improve implementation readiness, acceptance and billing discipline.
• Remove failure demand, rework and avoidable customer effort.
• Deliver structurally lower cost through activity and capacity change.
• Lead approximately 700 employees and partners with journey accountability.
• Strengthen service resilience, partner quality and exit readiness.
• Give sponsors transparent demand, cost and transformation choices.

The first 12 months

The first 90 days should reconcile journey performance, capacity and customer commitments. Meet the 30 stakeholders most consequential to the reset, including customers, sales, product, finance, support and partners. Stabilise severe delivery risks, assess leaders and agree operating gates.

Months four to nine should assign journey owners, simplify priority implementation paths and reset partner and workforce capacity. Remove leading sources of failure demand. Early value may appear through faster acceptance, lower repeat contact, released cost or improved collection.

By year end, stable delivery, structural cost improvement and accountable operating rhythms should endure across customer cohorts. Performance should remain within 10% of the approved case, with three quarters of forecasts aligning service demand, cash, customers and workforce. Priority issues require independent sustainability evidence; severe escalation cannot remain unresolved beyond 30 days.

What the board will measure

• Time and first-time completion from contract through adoption.
• Failure demand, manual effort, partner use and fully loaded cost.
• Customer retention and collection following implementation and service events.
• Capacity released through process and role change, not vacancy deferral.
• Retain over nine in ten pivotal operations leaders and ready cover for seven in ten direct roles.
• Forecast reliability across demand, cash, customers and people.

The person

You are an EVP Operations, COO or Transformation Director with 18–22 years in software, cloud, digital platforms, IT services or technology-enabled business services. You have reset operations after service and cost drift and sustained outcomes beyond a transformation programme.

Your accountable P&L, book, budget or portfolio has been at least ₹1,000 crore, and you have led 600 or more people. Your results remained evident over two reporting periods.

You understand implementation, support, recurring revenue and global go-to-market operations. You can challenge sales promises, remove entrenched workarounds and distinguish structural productivity from deferred cost.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. The permanent Pune appointment is onsite and expects relocation, although a structured weekly commute may be considered in the first quarter; notice up to six months is acceptable.

Confidentiality

The company, customers, operating baseline and go-to-market design remain confidential. Details follow reciprocal interest under an undertaking; published facts are composite.