EVP – Risk and Resilience — Logistics Marketplace

The mandate

A logistics marketplace connects enterprise shippers with independent transport capacity across line-haul and urban delivery. New regulatory expectations now require clearer custody records, verified partner credentials, incident reporting and accountability for subcontracted movement. The current three-lines model must be strengthened where a shipment passes between marketplace, carrier and local delivery partner, enabling complete journey reconstruction and accountability across all handoffs.

The EVP – Risk and Resilience will oversee operational risk, enterprise resilience, partner-control assurance, investigations and crisis governance across a 650-person employee-and-partner perimeter. Information security and legal have separate leaders; this executive must connect their risks to live transport operations without absorbing every specialist function. The role is expected to challenge revenue decisions where custody, partner solvency or route concentration exceeds appetite.

The central task is to turn regulation into useful control and evidence. Checklists completed after movement will not protect cargo or customers. Partner due diligence must remain current, hand-offs need reliable event proof, and serious events require a command structure that preserves life, evidence and honest communication in that order.

Why this seat is open

The previous risk executive departed unexpectedly for personal reasons while the regulatory model was being redesigned. Interim cover by the General Counsel protects statutory deadlines but leaves operational resilience without dedicated leadership. The replacement is therefore urgent. The board seeks appointment within six weeks, while recognising that full background and integrity diligence cannot be abbreviated.

What you will own

• Reconstruct end-to-end risk in shipment acceptance, carrier assignment, line-haul hand-off, urban delivery, proof of delivery and claims.
• Set partner-risk tiers using licence, insurance, safety, financial, conduct and subcontracting evidence, with monitoring proportionate to exposure.
• Define non-delegable controls and ensure commercial teams cannot override them through informal exceptions.
• Build chain-of-custody data and sample it against physical records, telematics and customer evidence; unexplained breaks require root-cause closure.
• Lead serious-incident command, ensuring human safety, regulatory notification, customer communication, evidence preservation and board escalation are sequenced.
• Test resilience for route closure, carrier failure, technology outage and regional disruption, including recovery capacity rather than document completion.
• Make risk appetite operational through shipment, commodity, route and concentration thresholds that frontline leaders can understand.
• Develop independent assurance capable of identifying repeated depot or partner behaviour before it becomes a national event.

The first 12 months

Within 45 days, review the recent loss, sample 100 shipment journeys across risk tiers and assess the current top 30 carriers. Do not wait for the final investigation to introduce obvious interim protections. By day 90, recommend a custody standard, revised partner tiers, exception authority and a serious-incident protocol tested in simulation. The board risk committee must understand which controls are absent, failing or merely unproven.

By month six, implement the model on the highest-risk commodities and routes, bring expired evidence within tolerance and establish continuous checks for material carriers. Run two unannounced resilience exercises involving operations, technology and customer leadership. Close investigation actions by evidence, not management attestation.

At 12 months, at least 98% of high-risk shipments should have complete custody events, all active critical carriers should hold verified current credentials and aged high-risk exceptions should fall by 80%. Serious incidents must reach executive command within 20 minutes and statutory notifications must be on time. Recovery tests should achieve agreed service for two independent scenarios without reliance on named individuals.

What the board will measure

• Completeness and accuracy of custody evidence through subcontracted hand-offs.
• Partner risk differentiated by actual exposure, with rejection or remediation where minimum conditions fail.
• Speed and quality of serious-event decisions, including transparency with customers and regulators.
• Closure of repeat control failures and the independence of validation.
• Resilience demonstrated under realistic disruption, not inferred from policy documents.
• Constructive challenge to commercial growth, with risks priced, mitigated or declined before shipment acceptance.

The person

You bring 22–28 years in operational risk, resilience or regulated network leadership. You have investigated consequential events across organisational boundaries and implemented controls among independent partners. Logistics is relevant, as are aviation, mobility, payments, energy distribution and other networks where custody, identity or continuity cannot be assumed.

Your experience should include at least 450 employees and partners and risk influence over a business above ₹2,800 crore. You can speak to drivers and depot teams without diluting standards, and to a board without overstating certainty. The selection process will examine the hardest risk you declined, the incident in which your initial view changed, and whether independent assurance agreed that remediation lasted.

This role is onsite in Pune with substantial travel and out-of-hours availability for critical incidents. It reports to the Group Chief Executive or designated sponsor and will attend the relevant board forum.

Compensation and terms

The role offers ₹2.2–3.0 crore fixed plus variable pay weighted to control effectiveness, incident readiness, partner-risk quality and leadership. This permanent position is onsite in Pune and reports to the Group Chief Executive or designated executive sponsor. Availability for critical incidents and regular network travel are inherent. Up to six months' notice may be accommodated following interim-risk assessment.

Confidentiality

The organisation, affected shipment, customers, carriers and regulatory interactions are restricted to qualified candidates under mutual confidentiality. Facts in this public brief are rounded, combined and non-identifying. Applicants must not investigate market rumours or approach possible carriers, employees or customers; discretion forms part of the suitability assessment.