SVP – Commercial Growth — Retail Bank

The mandate

The investment committee has withheld further expansion pending clarity on slowing growth in priority customer segments within a institutionally backed regulated universal or specialist bank. The immediate arena is the retail bank during a supervisory remediation. For mandate 057, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Commercial Growth operating perimeter covers approximately ₹79,550 crore in loan and deposit book, with activity spanning several retail bank customer, product and delivery clusters rather than a single asset. The SVP – Commercial Growth Banking remit carries direct influence over roughly 675 colleagues and third-party capacity.

The board and its investment committee want a SVP – Commercial Growth who can convert ambiguity into a short list of explicit choices for the retail bank. The SVP – Commercial Growth Banking seat must resolve a supervisory remediation, while preserving the underlying strengths of the retail bank. For mandate 057, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Commercial Growth’s first year on the retail bank is expected to end with quality revenue, pricing discipline and a repeatable commercial engine. In mandate 057, 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 SVP – Commercial Growth — Retail Bank seat, established because a supervisory remediation 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 retail bank, 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 SVP – Commercial Growth value-creation thesis for the retail bank, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹79,550 crore in loan and deposit book, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Commercial Growth Banking organisation of about 675 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the retail bank economics and execution constraints created by a supervisory remediation, with SVP – Commercial Growth-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Commercial Growth operating review across commercial, customer, financial, people, technology and risk outcomes for the retail bank; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 057.
• Build the SVP – Commercial Growth’s three-year succession and capability plan for the retail bank, reducing dependence on individual executives and improving mobility across the wider Banking organisation.

The first 12 months

• Days 1–90: Validate the retail bank baseline, meet the 30 stakeholders most consequential to slowing growth in priority customer segments, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Commercial Growth portfolio and organisation choices for the retail bank, 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 retail bank trend against quality revenue, pricing discipline and a repeatable commercial engine, 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 SVP – Commercial Growth’s agreed first-year retail bank value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Commercial Growth forecast that remains decision-useful across three consecutive quarters and reconciles the retail bank’s operating, cash, customer and people assumptions.
• Closure of the SVP – Commercial Growth mandate’s highest-priority retail bank risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical retail bank talent and ready-now successors for at least 70% of the SVP – Commercial Growth’s direct reports.
• A quantified SVP – Commercial Growth-owned improvement in the retail bank operating constraint behind a supervisory remediation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 057: 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 SVP Sales, Commercial Director or Business Unit Head in a institutionally backed Banking or adjacent enterprise. In relation to the retail bank, your SVP – Commercial Growth track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from financial services, payments, lending, insurance or regulated fintech will be considered where the operating model, customer stakes and governance intensity match this SVP – Commercial Growth brief.

As a SVP – Commercial Growth candidate, you bring 22–28 years of progressive Banking or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹46,150 crore and led an organisation of at least 475 people.

For mandate 057, the board wants two transitions: a difficult retail bank portfolio choice and a leadership-system change during a supervisory remediation. As the prospective SVP – Commercial Growth for this retail bank, you must challenge optimistic cases and still create followership. References for mandate 057 must distinguish your contribution from the institution around you.

The SVP – Commercial Growth role in Banking is based in Gurugram; 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 SVP Sales, Commercial Director or Business Unit Head, with direct exposure to a board, investment committee or equivalent Banking governance forum.
• Proven SVP – Commercial Growth ownership of at least ₹46,150 crore and leadership of no fewer than 475 employees in a comparable retail bank context.
• One completed Banking or adjacent-sector example of slowing growth in priority customer segments with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from financial services, payments, lending, insurance or regulated fintech; experience that is purely functional and lacks SVP – Commercial Growth-level retail bank consequences will not meet the bar.
• Willingness to meet the Gurugram location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 057.

Compensation and terms

The anticipated SVP – Commercial Growth package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final retail bank scope and the candidate’s current mix. Any long-term participation for mandate 057 follows standard vesting and performance conditions. The SVP – Commercial Growth appointment in Gurugram, centred on the retail bank, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 057.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 057. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 057.