Group Chief Financial Officer — Refining And Marketing System

The mandate

A recent strategy review exposed capital structure redesign ahead of the next investment cycle within a privately held integrated energy producer and services platform. The immediate arena is the refining and marketing system during a commodity-cycle repositioning. For mandate 352, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Group Chief Financial Officer operating perimeter covers approximately ₹32,050 crore in operated asset and trading portfolio, with activity spanning several refining and marketing system customer, product and delivery clusters rather than a single asset. The Group Chief Financial Officer Oil & Energy remit carries direct influence over roughly 1,225 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Group Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the refining and marketing system. The Group Chief Financial Officer Oil & Energy seat must resolve a commodity-cycle repositioning, while preserving the underlying strengths of the refining and marketing system. For mandate 352, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Group Chief Financial Officer’s first year on the refining and marketing system is expected to end with forecast integrity, funding headroom and board-grade controls. In mandate 352, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Group Chief Financial Officer — Refining And Marketing System seat following an accelerated leadership transition. Interim accountability is in place for the refining and marketing system, but the board wants a permanent appointment within 6–8 weeks because a commodity-cycle repositioning cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Group Chief Financial Officer value-creation thesis for the refining and marketing system, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹32,050 crore in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Group Chief Financial Officer Oil & Energy organisation of about 1,225 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the refining and marketing system economics and execution constraints created by a commodity-cycle repositioning, with Group Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Group Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the refining and marketing system; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 352.
• Build the Group Chief Financial Officer’s three-year succession and capability plan for the refining and marketing system, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the refining and marketing system baseline, meet the 30 stakeholders most consequential to capital structure redesign ahead of the next investment cycle, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Group Chief Financial Officer portfolio and organisation choices for the refining and marketing system, 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 refining and marketing system trend against forecast integrity, funding headroom and board-grade controls, 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 Group Chief Financial Officer’s agreed first-year refining and marketing system value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Group Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the refining and marketing system’s operating, cash, customer and people assumptions.
• Closure of the Group Chief Financial Officer mandate’s highest-priority refining and marketing system risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical refining and marketing system talent and ready-now successors for at least 70% of the Group Chief Financial Officer’s direct reports.
• A quantified Group Chief Financial Officer-owned improvement in the refining and marketing system operating constraint behind a commodity-cycle repositioning, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 352: 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 Group CFO, listed-company CFO or Divisional CFO in a privately held Oil & Energy or adjacent enterprise. In relation to the refining and marketing system, your Group Chief Financial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Group Chief Financial Officer brief.

As a Group Chief Financial Officer candidate, you bring 22–28 years of progressive Oil & Energy 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 ₹18,600 crore and led an organisation of at least 850 people.

For mandate 352, the board wants two transitions: a difficult refining and marketing system portfolio choice and a leadership-system change during a commodity-cycle repositioning. As the prospective Group Chief Financial Officer for this refining and marketing system, you must challenge optimistic cases and still create followership. References for mandate 352 must distinguish your contribution from the institution around you.

The Group Chief Financial Officer role in Oil & Energy is based in New Delhi; 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 Group CFO, listed-company CFO or Divisional CFO, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Group Chief Financial Officer ownership of at least ₹18,600 crore and leadership of no fewer than 850 employees in a comparable refining and marketing system context.
• One completed Oil & Energy or adjacent-sector example of capital structure redesign ahead of the next investment cycle with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Group Chief Financial Officer-level refining and marketing system consequences will not meet the bar.
• Willingness to meet the New Delhi location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 352.

Compensation and terms

The anticipated Group Chief Financial Officer package is ₹3.2–4.6 crore fixed + performance variable and LTI, calibrated to the final refining and marketing system scope and the candidate’s current mix. Any long-term participation for mandate 352 follows standard vesting and performance conditions. The Group Chief Financial Officer appointment in New Delhi, centred on the refining and marketing system, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 352.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 352. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 352.