SVP – Commercial Growth — Transport-Assets Portfolio

The mandate

An institutionally backed transport portfolio is rotating mature assets and directing capital towards priority corridors and mobility services. Growth in core customer segments has slowed, while current plans mix tariff, volume, advertising, logistics and digital initiatives without comparable economics. A planned commercial succession requires an SVP who can create durable growth that strengthens, rather than complicates, asset monetisation.

The role will influence approximately ₹28,100 crore in projects and operating assets and 825 employees and material partners. Accountability covers customer strategy, concession and contract economics, demand, pricing, partnerships, ancillary revenue, commercial analytics and growth talent. Asset leaders own operations and finance leads transactions. The SVP owns commercial propositions, forecast evidence and the transferability of customer value through balance-sheet rotation.

Transport growth depends on asset context. A toll road, transit hub and logistics corridor have different users, contractual freedom and capacity constraints. The SVP will define growth by journey, customer and concession right. Initiatives must account for operating cost, service, safety, working capital and required authority approval, not report gross revenue alone.

Asset rotation creates a special discipline. A growth commitment that depends on the current sponsor’s systems, cross-subsidies or relationships may not survive transfer. Customer contracts, data rights, partner obligations and revenue-sharing must be assignable or explicitly treated in value. The commercial plan will distinguish benefits a buyer can underwrite from opportunities requiring future sponsor investment.

Why this seat is open

The incumbent will move to a portfolio-company board role after an agreed four-to-six-month handover. This is a planned replacement and is not connected to missed targets or conduct. The successor should join before key monetisation and customer-renewal decisions are fixed.

What you will own

• Build asset-specific growth theses using demand, rights, capacity and customer evidence.
• Reprice and renegotiate customer, partner and ancillary arrangements.
• Develop transferable revenue for assets approaching monetisation.
• Establish comparable commercial forecasts and investment gates.
• Govern customer data, partnerships and growth pilots responsibly.
• Build successors across asset commercial and growth analytics.

Customer research will include actual travel and freight behaviour, not only stated interest. The team will examine route choice, time value, reliability, service and switching. Pricing tests will respect concession and fairness constraints. Promotions that shift timing or subsidise unavoidable demand will not be claimed as growth.

Partnerships may extend service or monetise underused space, but will carry clear contribution, investment, data and exit rules. The SVP will avoid long concessions to weak counterparties for short-term signing value. Pilot commitments will remain small enough to stop and long enough to observe operational and customer behaviour.

Commercial forecasts will separate existing tariff escalation, volume, new customers, adoption and one-time proceeds. Finance will validate contribution and cash. Asset teams will own assumptions and decision dates. Where an authority or contract limits action, the constraint will be visible rather than converted into speculative pipeline.

The SVP will work with transaction teams to produce a buyer-ready commercial record: customer cohorts, contract rights, churn, pipeline quality, data consent and partner performance. Confidential sales processes will not interrupt essential customer service or permit promises that the future owner cannot support.

Conduct risk will be part of growth governance. Sales and partnership teams will understand tender, authority-contact, intermediary and hospitality rules relevant to each asset. Growth obtained through informal access or side commitments creates no durable value and will be escalated. The commercial team will keep decision records sufficient for future owners and boards to understand how material rights were obtained.

The first 12 months

During the first 90 days, the SVP will review the 20 largest growth initiatives and customer relationships, assess leadership and identify commitments affecting planned rotation. The sponsor will receive asset growth theses and stop, test or scale choices.

By month eight, three priority assets should operate revised commercial plans, five customer or partner agreements should improve contribution or transferability, and two weak initiatives should be stopped. Monetisation data rooms will contain reconciled commercial evidence.

At year-end, like-for-like commercial contribution should improve 10%, qualified pipeline conversion rise 15 percentage points and forecast variance remain within 5% for three months. At least 80% of new contracted value must be assignable on approved terms, with no material service or regulatory breach caused by growth activity.

What the board will measure

• Growth grounded in customer behaviour and concession rights.
• Revenue and contracts transferable through asset rotation.
• Better contribution, cash and forecast confidence.
• Disciplined partnerships and pilots.
• Strong commercial leadership and succession.

The person

You are an SVP Commercial, transport growth leader or infrastructure customer executive with 22–28 years of experience. You have governed at least ₹16,300 crore and 575 employees. Evidence must include an asset-specific growth turnaround, an assignable commercial structure and a partnership or pilot you stopped after demand evidence failed.

This onsite New Delhi role requires customer, authority, asset and investor travel. You combine commercial creativity with concession and transaction discipline.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include contribution, transferable value, forecast confidence, customer durability, partnerships and succession. Package calibration will follow the confirmed asset and commercial perimeter.

Confidentiality

The portfolio, assets, customers, partners and rotation plans remain confidential. Further information follows qualification and an undertaking. New Delhi and rounded figures do not identify the client.