SVP – Digital Platforms — Cybersecurity Portfolio

The mandate

A listed cybersecurity portfolio runs fragmented platforms for customer onboarding, product use, support, partner access and employee work. Identity, data and workflow are repeated across product lines, creating inconsistent journeys and avoidable control exposure. Product-line consolidation cannot succeed unless shared platform choices become explicit and adoption replaces duplicate tools.

The SVP – Digital Platforms will steward technology supporting approximately ₹1,700 crore in annual recurring revenue and lead around 350 employees and material partners. Scope covers platform strategy, architecture, engineering, identity, data, workflow, reliability, adoption, vendors and product-line migration. Reporting accountability sits with the Group Chief Executive or designated executive committee sponsor.

The estate baseline will connect platforms to journeys, users, cost and risk. Applications, interfaces, licences, support, incidents and manual work should be visible. The SVP will distinguish a legitimate security or product requirement from duplication sustained because retirement has no owner.

The target platform model will define common capabilities and boundaries. Identity, entitlements, customer data, telemetry, case management and developer services should use governed patterns. Product-specific differences need customer, security or economic proof, with exceptions carrying a cost and expiry.

Adoption will be measured through behaviour. Active use, journey completion, errors, support and retained shadow tools should reveal whether a platform works. Release is not completion. Product and operating leaders need funded migration, process and learning plans.

Product-line consolidation requires controlled migration. Customer data, permissions, integrations, contracts, support and communications need sequence and rollback. The SVP will protect continuity and avoid forcing incompatible customers onto a platform simply to meet a programme date.

Reliability and security are product outcomes. Service objectives, incidents, recovery, vulnerabilities, privileged access and third-party dependencies should be monitored by journey. Consolidation must not create an untested single point of failure.

Platform economics will include build, run, cloud, vendors, support, migration and retirement. Benefits count when legacy licences, infrastructure, manual work and contracts end. The executive will stop shared-platform investment without committed product demand and challenge bespoke builds that recreate common capability.

Data portability must be proven before consolidation locks customers or internal teams into a new dependency. Export, retention, consent and deletion routes will be tested across product lines, with ownership clear when contractual or regulatory requirements differ.

Vendors need clear service, change, security, data, knowledge and exit obligations. Concentrated dependencies require tested continuity. The portfolio must retain enough architecture and operating knowledge to direct suppliers and recover services.

The organisation will strengthen platform product managers, architects and engineering leaders with end-to-end accountability. Succession should be tested through migration, incident and investment choices. Interim leadership knowledge must transfer without extending shadow decision rights.

Why this seat is open

An accelerated transition created an urgent replacement requirement. Interim coverage protects live platforms, but the board wants a permanent appointment within six to eight weeks before consolidation architecture and customer migration become irreversible.

What you will own

• Establish common platforms across customer and employee journeys.
• Steward technology supporting ₹1,700 crore of ARR.
• Consolidate identity, data, workflow and platform services.
• Drive adoption and retire duplicate tools and manual work.
• Govern product-line migration through readiness and rollback gates.
• Lead approximately 350 employees and partners with technical succession.
• Strengthen reliability, security and vendor exit readiness.
• Give directors transparent economics, risk and sequencing choices.

The first 12 months

The first 90 days should reconcile platform inventory, journey performance and consolidation commitments. Meet the 30 stakeholders most consequential to migration, including customers, product, cyber, operations, engineers and vendors. Stabilise severe risks, assess leaders and agree platform gates.

Months four to nine should select common capabilities, stop duplicate builds and migrate priority users. Reset suppliers and begin legacy retirement. Initial value may appear through adoption, improved completion, lower incidents, released licences or avoided development.

By year end, platform adoption, reliability and process simplification should form a sustained operating trend. Delivery must remain within 10% of approval and forecasts should reconcile users, cash, customers and people for three quarters. Priority risks need independently accepted closure; severe escalation cannot age beyond 30 days.

What the board will measure

• Journey completion and adoption without retained shadow platforms.
• Legacy technology, licences and manual work fully retired.
• Availability, recovery, security exposure and change failure.
• Consolidation migrations completed within customer-risk gates.
• Preserve above 90% of pivotal technologists and ready successors for 70% of direct roles.
• Platform investment forecast from delivery through adoption and cash.

The person

You are an SVP Digital, Platform Head or Technology Transformation Leader with 18–22 years in software, cloud, digital platforms, IT services or technology-enabled business services. You have owned a material platform or value stream end to end.

Your accountable P&L, book, budget or portfolio has been at least ₹1,000 crore, and you have led 350 or more people. You can demonstrate adoption, reliability and simplification sustained over two reporting periods.

You understand cybersecurity journeys, shared platforms and retirement. You can challenge product exceptionalism, avoid unsafe consolidation and make platform economics clear to commercial and board audiences.

Compensation and terms

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

Confidentiality

The company, predecessor, platforms and customer migration remain confidential. Identifying detail follows a mutual fit discussion and undertaking; context is blended.