SVP – Commercial Growth — Precision-Engineering Division

The mandate

The division is consolidating machining, fabrication and assembly from smaller sites into a reduced manufacturing footprint. The move creates better equipment and engineering density, but customer approvals, tooling, logistics and capacity cannot transfer on an internal calendar alone. Sales teams continue to quote against legacy locations and aggregated machine hours, while customers want proof that part quality and delivery will survive. The SVP must align growth with the qualified capacity that will actually exist.

Approximately 1,575 employees and material partners sit within the commercial and delivery ecosystem across key accounts, sales engineering, estimating, contracts, programme management and customer quality. Operations owns site transfer; quality owns validation; the SVP owns customer strategy, price, commitment and demand prioritisation. They will have authority to decline or stage opportunities whose qualification, tooling or schedule cannot be supported.

The commercial portfolio includes recurring qualified parts and engineered programmes with launch, change and warranty obligations. A full order book can destroy value if mix overloads the same constrained processes or requires premium transfer. The executive will build product-family and customer contribution that includes qualification, working capital and footprint transition.

Customer communication must be precise. Some programmes need formal approval before source change; others require first-article evidence or customer-owned tool transfer. The SVP will create account-specific plans and ensure commercial incentives do not reward signature before those gates.

Export programmes add currency, commodity, tariff and trade-control uncertainty across a long order horizon. The SVP will establish escalation and adjustment clauses that customers can audit, rather than price every risk into an uncompetitive buffer or absorb it silently. Restricted end use, technical-data access and destination screening must be complete before quotation and remain current through shipment.

Sales and operations also need a common rule for constrained capacity. The commercial leader will make priority explicit using contract, margin, strategic and customer-consequence evidence. Senior relationships cannot become informal queue-jumping; any override should disclose which order moves and what remedy is owed.

Why this seat is open

The board created a planned new commercial leadership role because footprint work had been led as an operations programme without one owner for customer and demand choices. Existing sales heads remain. Appointment before the next annual contract and bid cycle will let the new executive reset pipeline and commitments.

What you will own

• Segment customers and product families by strategic fit, contribution, qualification burden and constrained capacity use.
• Create customer transfer plans linking approval, tooling, validation, inventory and commercial terms.
• Rebuild estimating and pricing around full process, quality, working-capital and site-transition economics.
• Govern bids through capacity and technical evidence with enforceable stage and decline decisions.
• Renegotiate contracts where source, lead time, minimum order or inflation assumptions no longer fit.
• Protect strategic customers with transparent transition and early risk escalation.
• Develop sales engineering and programme leadership capable of translating customer need into manufacturable commitment.
• Build commercial forecasts that reconcile mix and timing to plant constraints.

The first 12 months

Within 90 days, review the top 30 customers and every material transfer, reconcile quoted demand to qualified capacity and identify commitments at risk. Present account segmentation, bid holds and customer-engagement priorities. Visit customer quality and procurement leaders with accountable operations peers.

By month six, secure approval for first priority transfers, reprice or stage exposed contracts and implement constraint-aware pipeline governance. Launch revised estimating and customer profitability. Commercial teams should see qualification and tooling status before committing dates.

At twelve months, retain at least 95% of strategic transferred revenue, improve new-order contribution by ten points and reduce premium freight or commercial expedites by 35%. Forecast variance by product family should fall below 10%, 90% of due customer approvals should be on schedule, and no site closure should proceed with an unresolved customer-critical source obligation.

What the board will measure

• Strategic revenue and customer approvals retained through consolidation.
• New-order margin after qualification and constrained-capacity cost.
• Pipeline and forecast reconciled to actual plant capability.
• Commercially responsible handling of delayed or declined opportunities.
• Contract and pricing action before value leakage.
• Sales engineering and account succession beneath the SVP.

The person

You have 22–28 years in commercial, programme or business leadership for precision components, automotive, aerospace, industrial equipment or another qualification-intensive manufacturing sector. You have transferred customer programmes between plants and know that nominal capacity is not saleable until process evidence and approvals exist.

Your experience should include more than ₹3,500 crore of revenue or order portfolio and at least 1,000 employees and partners. You can quantify revenue retained, margin reset and customer approval timing. The board will examine a bid you declined because mix or qualification made the headline growth uneconomic.

This onsite Chennai role requires plant and customer travel and reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

The fixed range is ₹2.2–3.0 crore plus performance variable tied to strategic revenue, contribution, transfer execution, forecast and leadership. This permanent onsite Chennai role reports to the Group Chief Executive or designated sponsor and includes regular customer and plant travel. Notice up to six months may be considered.

Confidentiality

The division, customers, sites, products and transfer plan are withheld. Additional information follows relevance, conflict review and signed confidentiality. Figures and circumstances are intentionally blended; applicants must not contact customers, plants or suppliers to infer the employer.