SVP – Commercial Growth — Engineering Centre

The mandate

The investment committee has withheld further expansion pending clarity on slowing growth in priority customer segments within a institutionally backed multinational global-capability-centre network. The immediate arena is the engineering centre during a multi-site consolidation. For mandate 207, 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 ₹3,750 crore in annual global services budget, with activity spanning several engineering centre customer, product and delivery clusters rather than a single asset. The SVP – Commercial Growth Global Capability Centres remit carries direct influence over roughly 1,350 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 engineering centre. The SVP – Commercial Growth Global Capability Centres seat must resolve a multi-site consolidation, while preserving the underlying strengths of the engineering centre. For mandate 207, 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 engineering centre is expected to end with quality revenue, pricing discipline and a repeatable commercial engine. In mandate 207, 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 SVP – Commercial Growth — Engineering Centre 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 engineering centre remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the SVP – Commercial Growth value-creation thesis for the engineering centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹3,750 crore in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Commercial Growth Global Capability Centres organisation of about 1,350 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the engineering centre economics and execution constraints created by a multi-site consolidation, 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 engineering centre; 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 207.
• Build the SVP – Commercial Growth’s three-year succession and capability plan for the engineering centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the engineering centre 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 engineering centre, 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 engineering centre 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 engineering centre 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 engineering centre’s operating, cash, customer and people assumptions.
• Closure of the SVP – Commercial Growth mandate’s highest-priority engineering centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical engineering centre 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 engineering centre operating constraint behind a multi-site consolidation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 207: 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 Global Capability Centres or adjacent enterprise. In relation to the engineering centre, 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 GCCs, shared services, enterprise technology, business services or multinational operations 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 Global Capability Centres 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 ₹2,200 crore and led an organisation of at least 950 people.

For mandate 207, the board wants two transitions: a difficult engineering centre portfolio choice and a leadership-system change during a multi-site consolidation. As the prospective SVP – Commercial Growth for this engineering centre, you must challenge optimistic cases and still create followership. References for mandate 207 must distinguish your contribution from the institution around you.

The SVP – Commercial Growth role in Global Capability Centres is based in Hyderabad; 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 Global Capability Centres governance forum.
• Proven SVP – Commercial Growth ownership of at least ₹2,200 crore and leadership of no fewer than 950 employees in a comparable engineering centre context.
• One completed Global Capability Centres 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 GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks SVP – Commercial Growth-level engineering centre consequences will not meet the bar.
• Willingness to meet the Hyderabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 207.

Compensation and terms

The anticipated SVP – Commercial Growth package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final engineering centre scope and the candidate’s current mix. Any long-term participation for mandate 207 follows standard vesting and performance conditions. The SVP – Commercial Growth appointment in Hyderabad, centred on the engineering centre, 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 207.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 207. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 207.