SVP – Commercial Growth — Transport-Assets Portfolio

The mandate

The investment committee has withheld further expansion pending clarity on slowing growth in priority customer segments within a institutionally backed infrastructure developer and asset operator. The immediate arena is the transport-assets portfolio during a balance-sheet rotation. For mandate 307, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Commercial Growth operating perimeter covers approximately ₹28,100 crore in project and operating-asset portfolio, with activity spanning several transport-assets portfolio customer, product and delivery clusters rather than a single asset. The SVP – Commercial Growth Infrastructure remit carries direct influence over roughly 825 colleagues and third-party capacity.

The board and its investment committee want a SVP – Commercial Growth who can convert ambiguity into a short list of explicit choices for the transport-assets portfolio. The SVP – Commercial Growth Infrastructure seat must resolve a balance-sheet rotation, while preserving the underlying strengths of the transport-assets portfolio. For mandate 307, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Commercial Growth’s first year on the transport-assets portfolio is expected to end with quality revenue, pricing discipline and a repeatable commercial engine. In mandate 307, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the SVP – Commercial Growth — Transport-Assets Portfolio seat. The incumbent continues to lead the transport-assets portfolio through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a balance-sheet rotation is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the SVP – Commercial Growth value-creation thesis for the transport-assets portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹28,100 crore in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Commercial Growth Infrastructure organisation of about 825 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the transport-assets portfolio economics and execution constraints created by a balance-sheet rotation, with SVP – Commercial Growth-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Commercial Growth operating review across commercial, customer, financial, people, technology and risk outcomes for the transport-assets portfolio; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 307.
• Build the SVP – Commercial Growth’s three-year succession and capability plan for the transport-assets portfolio, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the transport-assets portfolio baseline, meet the 30 stakeholders most consequential to slowing growth in priority customer segments, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Commercial Growth portfolio and organisation choices for the transport-assets portfolio, 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 transport-assets portfolio trend against quality revenue, pricing discipline and a repeatable commercial engine, 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 SVP – Commercial Growth’s agreed first-year transport-assets portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Commercial Growth forecast that remains decision-useful across three consecutive quarters and reconciles the transport-assets portfolio’s operating, cash, customer and people assumptions.
• Closure of the SVP – Commercial Growth mandate’s highest-priority transport-assets portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical transport-assets portfolio talent and ready-now successors for at least 70% of the SVP – Commercial Growth’s direct reports.
• A quantified SVP – Commercial Growth-owned improvement in the transport-assets portfolio operating constraint behind a balance-sheet rotation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 307: 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 SVP Sales, Commercial Director or Business Unit Head in a institutionally backed Infrastructure or adjacent enterprise. In relation to the transport-assets portfolio, your SVP – Commercial Growth track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this SVP – Commercial Growth brief.

As a SVP – Commercial Growth candidate, you bring 22–28 years of progressive Infrastructure 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 ₹16,300 crore and led an organisation of at least 575 people.

For mandate 307, the board wants two transitions: a difficult transport-assets portfolio portfolio choice and a leadership-system change during a balance-sheet rotation. As the prospective SVP – Commercial Growth for this transport-assets portfolio, you must challenge optimistic cases and still create followership. References for mandate 307 must distinguish your contribution from the institution around you.

The SVP – Commercial Growth role in Infrastructure 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 SVP Sales, Commercial Director or Business Unit Head, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven SVP – Commercial Growth ownership of at least ₹16,300 crore and leadership of no fewer than 575 employees in a comparable transport-assets portfolio context.
• One completed Infrastructure or adjacent-sector example of slowing growth in priority customer segments with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks SVP – Commercial Growth-level transport-assets portfolio 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 307.

Compensation and terms

The anticipated SVP – Commercial Growth package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final transport-assets portfolio scope and the candidate’s current mix. Any long-term participation for mandate 307 follows standard vesting and performance conditions. The SVP – Commercial Growth appointment in New Delhi, centred on the transport-assets portfolio, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 307.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 307. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 307.