EVP – Risk and Resilience — Developer-Tools Business

The mandate

A privately held developer-tools business is redesigning its global go-to-market model. Risk ownership shifts between product, engineering, sales and central functions, and tests often prove plans rather than the business's ability to continue customer outcomes. The next commercial model needs explicit appetite and accountable first-line decisions.

The EVP – Risk and Resilience will steward risk across approximately ₹2,000 crore in annual recurring revenue and lead around 525 employees and material partners. Scope covers enterprise and operational risk, resilience, cyber interfaces, third parties, issues, controls, crisis governance and risk input to go-to-market design. The post answers to the Group Chief Executive or designated executive committee sponsor.

The risk architecture will link appetite, services, scenarios, controls, events and issues. First-line owners must know which decisions remain delegated, which thresholds require escalation and which evidence proves recovery. The EVP will remove overlapping forums that allow accountability to migrate when an issue becomes difficult.

Important business services will be defined from customer outcome. Code distribution, authentication, licences, repositories, support and security response each rely on technology, people, sites and suppliers. Tolerances should reflect customer and contractual consequence, not only system availability.

Resilience tests will create decisions. Scenarios should include platform failure, cyber compromise, cloud or supplier loss, data corruption and workforce disruption. Exercises need realistic constraints, observed actions and remediation. Passing a scripted simulation without challenging assumptions is not assurance.

The go-to-market redesign introduces risk in territories, partners, pricing and service promises. Commercial choices should identify customer acceptance, data, regulatory, support and recovery consequences before launch. Risk should challenge independently without becoming the owner of product or sales execution.

Issue management will focus on root cause and sustainability. Each material issue needs an accountable executive, milestones, evidence and a period of normal operation before closure. Repeated extensions or compensating controls should trigger a portfolio, investment or leadership decision.

Third-party resilience requires concentration, service dependency and replacement time. Contracts need security, data, audit, continuity, knowledge and exit. The company should understand which customer outcomes cannot continue when a provider fails and test alternatives accordingly.

Risk data should support early action. Incidents, vulnerabilities, control failures, customer impact and external threat should connect to appetite and trends. Manual adjustments require owners and expiry. Reporting volume will fall if it does not change decisions.

The risk organisation will develop leaders who understand product, engineering and commercial consequence. Succession should be tested through incidents and contested risk acceptance. First-line capability will be strengthened without weakening independent challenge.

Why this seat is open

This urgent new seat replaces distributed ownership during the go-to-market redesign. Interim forums protect current incidents, but the board aims to appoint within six to eight weeks so resilience and commercial choices share one governance system.

What you will own

• Establish risk appetite, decision rights and first-line ownership.
• Steward risk across ₹2,000 crore of annual recurring revenue.
• Define important services and customer-relevant impact tolerances.
• Test resilience through realistic scenarios and corrective decisions.
• Embed risk evidence into global go-to-market choices.
• Lead approximately 525 employees and partners with strong succession.
• Strengthen issue closure, third-party resilience and crisis governance.
• Give the board clear exposure, uncertainty and intervention choices.

The first 12 months

The first 90 days should reconcile appetite, services, issues and current recovery assumptions. Meet the 30 stakeholders most consequential to resilience, including customers, product, engineering, sales, cyber, suppliers and directors. Stabilise severe exposure, assess leaders and agree gates.

Months four to nine should assign first-line owners, test priority scenarios and repair weak recovery routes. Integrate risk decisions into the new commercial model and reset material suppliers. Early value may be an exposure reduced, issue closed sustainably or unsafe promise stopped.

By year end, appetite adherence, tested resilience and issue closure should improve as one operating system. Delivery must remain within 10% of approval and forecasts should reconcile customer services, cash, risk capacity and people for three quarters. Priority issues require independent closure acceptance; severe escalation cannot remain unresolved beyond 30 days.

What the board will measure

• Appetite thresholds triggering timely first-line action.
• Important services operating within tested impact tolerances.
• Issues closed after sustained evidence, without repeated extension.
• Go-to-market choices altered by explicit risk consequence.
• Retain more than nine in ten pivotal risk leaders and ready cover for seven in ten direct roles.
• Supplier recovery and exit tested under realistic disruption.

The person

You are an EVP Risk, Deputy CRO or Operational Resilience Head with 22–28 years in software, cloud, digital platforms, IT services or technology-enabled business services. You have strengthened first-line ownership and delivered resilience outcomes visible in customers, cash or controlled risk.

Your accountable P&L, book, budget or portfolio has been at least ₹1,150 crore, and you have led 375 or more people. Your intervention remained effective for two reporting periods.

You understand developer platforms, cyber, third parties and go-to-market risk. You can challenge commercial and engineering leaders without absorbing their accountability and can make resilience evidence useful to a board.

Compensation and terms

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

Confidentiality

The company, services, incidents and go-to-market redesign remain confidential. Identifying information follows mutual relevance under an undertaking; published facts are composite.