Vice President, Enterprise Scenario Planning — Industrial Investment Sequencing

The mandate

Four industrial businesses are proposing investments that compete for capital and assume different versions of the same demand outlook. Each proposal has a defensible local case, but the combined programme commits the enterprise before uncertainty has resolved. The VP will own enterprise scenario planning and the financial recommendation on investment sequencing. The work requires more than a sensitivity table: leadership needs to see which commitments can wait, which capabilities are shared and which apparently independent projects fail together under a common adverse condition.

This is open-ended permanent employment with an initial two-year programme to connect long-range planning, capital gates and operating-business reviews. Eighteen enterprise planners report within the perimeter, supported by four business-finance teams. Pune is the working base, with planned facility and investment reviews. Engineering leaders validate technical capacity and delivery options. The VP translates their evidence into a coherent enterprise choice, while avoiding a false impression that finance can determine operational feasibility merely because it owns the investment spreadsheet.

The function governs scenario consistency, financial evaluation standards and the timing recommendation presented to the executive investment committee. It may allocate approved planning resources and challenge incomplete submissions. Final capital sanction and material changes to strategic scope remain with delegated executives or the board. Treasury owns financing execution. Controllers own capitalisation policy. The VP must make those interfaces usable, showing the funding consequences of staged choices without substituting a preferred investment narrative for evidence of available resources and authorised commitments.

The enduring responsibility covers enterprise budgets, long-range plans and periodic reassessment as assumptions change. It excludes physical project management, procurement negotiation and prediction of a single certain market outcome. Successful planning preserves the option to expand, delay or stop through explicit evidence gates. Directors should be able to trace why the enterprise retained a smaller initial commitment, why a shared capability deserved early funding or why two attractive projects could not responsibly be approved together because their economics depended on the same unproven demand recovery.

What you will own

• Establish an enterprise assumption register linking demand, capacity and input-cost dependencies across proposals, identifying where several projects rely on one favourable condition that local submissions describe differently.
• Recommend the sequence of capital commitments through evidence gates, comparing staged investment with full approval and explaining the strategic cost of waiting alongside the cash exposure avoided by retaining flexibility.
• Govern scenario construction with operating and engineering owners, distinguishing technically credible alternatives from arithmetic adjustments that improve a financial result but cannot be delivered within the proposed physical constraints.
• Present capital committee papers that show correlated downside, shared capabilities and competing uses of funds, making aggregate consequences visible without collapsing materially different businesses into an indiscriminate enterprise average.
• Reassess approved programmes when demand or delivery evidence changes, recommending continuation, redesign or pause through the authorised route rather than allowing committed expenditure to validate an obsolete investment case.
• Connect long-range plans to annual budgets and financing interfaces, explaining the difference between strategic ambition, sanctioned capital and resources that remain conditional on future evidence or external approvals.
• Develop enterprise planners who can challenge confident local narratives respectfully, document judgement and retain a clear decision history when investment sponsors or market assumptions change between successive review gates.

Candidate qualifications

• Demonstrate senior function-head responsibility for enterprise FP&A, strategic finance or corporate planning in industrial, technology or other investment-intensive businesses. Show a portfolio decision in which you sequenced commitments rather than merely ranked individual returns. Evidence must identify a shared uncertainty, the choices you changed and the executive route through which those changes became accountable investment decisions.
• Have strong financial modelling, budgeting and long-range planning competence supported by appropriate education or equivalent substantial senior responsibility. Explain how you linked credible operating constraints to an investment scenario and reconciled the result to authorised budgets. You must understand the distinction between cash commitment, accounting treatment and technical delivery evidence, using qualified owners for conclusions outside finance's competence.
• Have worked with senior commercial and engineering sponsors when delaying an investment carried a genuine strategic cost. Describe how you assessed that cost and preserved useful options without making uncertainty an excuse for indecision. The role requires judgement about correlated assumptions and commitment timing; a catalogue of optimistic cases with independently adjusted discount rates will not establish the required enterprise perspective.
• Have led planning specialists and presented contested capital choices to executive committees. Show a review that changed after new evidence appeared, including how you handled sponsor resistance and maintained a defensible record. Confidentiality, analytical restraint and clear delegation matter. The VP must challenge incomplete evidence while supporting a decision that can be implemented, rather than seeking a theoretically perfect forecast before accepting any responsibility for the recommendation.

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 8 October 2026. Mandate reference CVU-PER-2026-IND-241.