EVP – Operations Transformation — Fleet-Operations Network

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned technology-enabled mobility and transport platform. The immediate arena is the fleet-operations network during a regulatory operating-model change. For mandate 408, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹4,000 crore in gross bookings and fleet portfolio, with activity spanning several fleet-operations network customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Mobility remit carries direct influence over roughly 900 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the fleet-operations network. The EVP – Operations Transformation Mobility seat must resolve a regulatory operating-model change, while preserving the underlying strengths of the fleet-operations network. For mandate 408, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the fleet-operations network is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 408, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Operations Transformation — Fleet-Operations Network seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the fleet-operations network remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Operations Transformation value-creation thesis for the fleet-operations network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹4,000 crore in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Mobility organisation of about 900 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the fleet-operations network economics and execution constraints created by a regulatory operating-model change, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the fleet-operations network; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 408.
• Build the EVP – Operations Transformation’s three-year succession and capability plan for the fleet-operations network, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the fleet-operations network baseline, meet the 30 stakeholders most consequential to an operations reset after service and cost drift, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Operations Transformation portfolio and organisation choices for the fleet-operations network, 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 fleet-operations network trend against stable delivery, structurally lower cost and accountable operating rhythms, 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 EVP – Operations Transformation’s agreed first-year fleet-operations network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Operations Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the fleet-operations network’s operating, cash, customer and people assumptions.
• Closure of the EVP – Operations Transformation mandate’s highest-priority fleet-operations network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical fleet-operations network talent and ready-now successors for at least 70% of the EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the fleet-operations network operating constraint behind a regulatory operating-model change, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 408: 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 EVP Operations, COO or Transformation Director in a multinational-owned Mobility or adjacent enterprise. In relation to the fleet-operations network, your EVP – Operations Transformation track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from mobility, logistics, automotive, travel technology or consumer platforms will be considered where the operating model, customer stakes and governance intensity match this EVP – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Mobility or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹2,300 crore and led an organisation of at least 625 people.

For mandate 408, the board wants two transitions: a difficult fleet-operations network portfolio choice and a leadership-system change during a regulatory operating-model change. As the prospective EVP – Operations Transformation for this fleet-operations network, you must challenge optimistic cases and still create followership. References for mandate 408 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation role in Mobility is based in Mumbai; 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 EVP Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Mobility governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹2,300 crore and leadership of no fewer than 625 employees in a comparable fleet-operations network context.
• One completed Mobility or adjacent-sector example of an operations reset after service and cost drift with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks EVP – Operations Transformation-level fleet-operations network consequences will not meet the bar.
• Willingness to meet the Mumbai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 408.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final fleet-operations network scope and the candidate’s current mix. Any long-term participation for mandate 408 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Mumbai, centred on the fleet-operations network, 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 408.

Confidentiality

This search is being conducted without naming the client for mandate 408. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 408.