Customer and Offer Profitability Vice President

The mandate

This permanent role will make economic contribution by customer cohort and offer a reliable basis for growth decisions. Current aggregate margins can conceal acquisition burden, service intensity, retention patterns and cross-subsidy. The Vice President must create an analytically rigorous view without treating every allocated cost as equally avoidable or every historical relationship as destiny.

The portfolio joins finance, commercial and operating evidence into contribution waterfalls that remain understandable to decision owners. It must distinguish booked margin from cash contribution, incremental from fully loaded economics, and observable behavior from modelled lifetime value. Assumptions will be visible, challengeable and refreshed at a frequency appropriate to the decision.

The role may define profitability policy, approve allocation logic and prevent unsupported economics from entering investment papers. It will chair decisions on analytical method while accountable executives retain authority over pricing, proposition and customer action. The first-year agenda moves from diagnostic clarity to embedded governance, rather than producing a one-time ranking.

By the end of year one, management should know which combinations create durable value, which appear attractive only because costs sit elsewhere, and which interventions improve contribution without damaging retention. The team must also leave behind an ethical treatment of segmentation and guardrails against using financial proxies as inappropriate customer judgements.

What you will own

• Establish a contribution taxonomy separating direct, attributable, avoidable and shared costs, with approved rules for each decision context.
• Build cohort waterfalls that reconcile reported results to acquisition, usage, service, retention and cash effects without opaque allocation plugs.
• Approve a lifetime-value methodology that states observation windows, decay assumptions, confidence ranges and circumstances in which the measure must not be used.
• Create offer-level investment gates requiring incremental economics, cannibalisation, capacity effects and downside recovery plans before funding recommendations proceed.
• Challenge cross-subsidies through quantified evidence while preserving enterprise choices that are deliberate, disclosed and governed.
• Implement quarterly profitability reviews that record decisions, owners, expected movement and subsequent outcome rather than merely publishing rankings.
• Introduce fairness and data-minimisation controls for cohort analysis, escalating uses that exceed legitimate financial-planning purposes.
• Improve the proportion of growth investment evaluated with reconciled cohort economics and document realised return twelve months after approval.

Candidate qualifications

• At least 16 years in commercial FP&A, unit economics or customer profitability, including leadership of geographically or functionally dispersed teams.
• A worked example of a contribution model that exposed hidden cross-subsidy, specifying which costs were decision-relevant and what action followed.
• Technical depth in cohort analysis, retention curves, acquisition payback, incremental margin, allocation theory, cash conversion and uncertainty ranges.
• Evidence of preventing lifetime-value estimates from being used outside their statistical or ethical limits while sustaining executive confidence in the analysis.
• Experience reconciling granular analytical models to controlled financial results and explaining residual differences to finance leadership.
• Proof of influencing pricing or portfolio choices through economics while respecting the distinction between analytical authority and commercial ownership.
• A talent record showing how analysts were developed into credible finance partners who could challenge senior decision makers.

Working terms and boundaries

• This is a continuing executive appointment with first-year reviews after the diagnostic, first governed investment cycle and first benefits-backcheck.
• Method, allocation and evidence standards sit with the Vice President; customer, offer and price decisions remain with designated operating executives.
• Hybrid work includes in-person quarterly allocation councils and major investment reviews, with travel scheduled rather than assumed.
• Individual-level targeting, credit decisions and non-financial customer classification are outside remit; only aggregated, authorised planning uses are permitted.
• Year-one success requires controlled profitability models, recorded decisions, tested benefits and an internal leadership bench able to maintain the discipline.

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 9 October 2026. Mandate reference FPA-PER-2026-NYC-05.