Senior Vice President, Pricing Strategy — Wealth Services

The mandate

A wealth-services franchise has accumulated fee schedules and discretionary concessions that reflect its history more than the value and effort of current client propositions. Some relationships receive intensive adviser support while generating little realised fee income; others face pricing that does not match the promised service. The SVP will establish a durable pricing strategy grounded in economics, clear proposition boundaries and appropriate specialist review.

The initial eighteen months involve a fee architecture, exception governance and segment-level value analysis. Employment is open-ended, with ongoing responsibility for pricing review and proposition economics. Ten specialists support the remit, collaborating with adviser leadership, operations and compliance. The Mumbai-based leader will visit major advisory centres to test service effort and client outcomes rather than modelling profitability solely from assets or booked revenue.

The SVP may set analytical pricing standards, propose fee structures and approve commercial exceptions within delegated policy. Investment suitability, product selection and regulatory interpretation remain outside finance authority. Material proposition changes and new charging structures need the authorised business and governance approvals. The leader must understand that a profitable fee design can still be inappropriate if its communication or incentives conflict with the service commitments approved for clients.

A credible result is pricing that can be explained to commercial teams, reconciled to realised income and reviewed against actual service demand. The role excludes portfolio management, client investment advice and statutory financial control ownership. It includes challenging discounts justified by vague future potential, identifying where strategic relationships merit an explicit investment and giving executives enough evidence to distinguish deliberate support from uncontrolled price leakage.

What you will own

• Build client-segment economics that connect realised fees, adviser effort and service obligations, testing where asset balances conceal costly relationship complexity or where revenue estimates ignore persistent negotiated concessions.
• Recommend a fee architecture with clear proposition boundaries and review triggers, comparing commercial alternatives while obtaining compliance and legal input on charging communication and incentive consequences.
• Establish pricing-exception governance that requires a time-bound rationale, measurable strategic benefit and accountable owner, preventing undocumented concessions from becoming the default basis for relationship profitability.
• Test proposed prices through client and service scenarios, showing executives how retention, adviser capacity and different demand patterns could change the expected contribution before a structure is approved.
• Review actual fee realisation against approved schedules and exceptions, investigating leakage caused by operational application, client agreements or erroneous assumptions rather than attributing every shortfall to sales performance.
• Develop pricing managers who can explain commercial trade-offs to adviser leaders, defend evidence standards and recognise when a decision depends on specialist suitability or regulatory judgement beyond finance's remit.

Candidate qualifications

• Have a 12–18-year financial-services career with substantive strategic-finance, profitability or pricing responsibility. Show a fee or proposition decision where you balanced economics with client or operating considerations. Wealth experience is valuable, but adjacent banking or advisory-service work may establish fit if you can demonstrate the relevant service-cost and charging complexities without claiming investment-advice expertise.
• Demonstrate methods for measuring realised pricing, cost-to-serve and concession effects. You must explain why assets, headline fee rates or aggregate margin can mislead a client-segment analysis, and how your models were reconciled to accounting records. Strong finance training and commercial judgement are essential; this specialist seat does not require statutory auditor status or a licence to advise clients on investments.
• Bring evidence of influencing relationship leaders through difficult pricing discussions. Describe how you distinguished justified strategic support from uncontrolled discounting, and how you created an exception route that was usable rather than routinely bypassed. Selection will examine the behaviour your governance produced, including whether managers understood and could defend the decisions rather than simply complying with an unexplained central rule.
• Show leadership of pricing or business-finance specialists, with disciplined assumptions, clear approval records and a practical partnership with compliance and operations. You should be able to communicate uncertain client response and avoid claiming causal precision where evidence is weak. Direct engagement with advisory centres is required to understand service demand and to ensure that a proposed fee architecture matches the actual proposition.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 8 October 2026. Mandate reference CVU-PER-2026-IND-105.