EVP – Risk and Resilience — Electronics Portfolio

The mandate

A deliberate change of pace is required to deal with board concern over resilience and inconsistent first-line ownership within a privately held integrated automotive and components manufacturer. The immediate arena is the electronics portfolio during a supplier-resilience gap. For mandate 260, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Risk and Resilience operating perimeter covers approximately ₹13,850 crore in regional revenue and programme portfolio, with activity spanning several electronics portfolio customer, product and delivery clusters rather than a single asset. The EVP – Risk and Resilience Automotive remit carries direct influence over roughly 1,450 colleagues and third-party capacity.

The board and its investment committee want a EVP – Risk and Resilience who can convert ambiguity into a short list of explicit choices for the electronics portfolio. The EVP – Risk and Resilience Automotive seat must resolve a supplier-resilience gap, while preserving the underlying strengths of the electronics portfolio. For mandate 260, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Risk and Resilience’s first year on the electronics portfolio is expected to end with risk appetite adherence, tested resilience and faster issue closure. In mandate 260, 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 – Risk and Resilience — Electronics Portfolio seat, established because a supplier-resilience gap now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the electronics portfolio, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – Risk and Resilience value-creation thesis for the electronics portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹13,850 crore in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Risk and Resilience Automotive organisation of about 1,450 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the electronics portfolio economics and execution constraints created by a supplier-resilience gap, with EVP – Risk and Resilience-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Risk and Resilience operating review across commercial, customer, financial, people, technology and risk outcomes for the electronics portfolio; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 260.
• Build the EVP – Risk and Resilience’s three-year succession and capability plan for the electronics portfolio, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the electronics portfolio baseline, meet the 30 stakeholders most consequential to board concern over resilience and inconsistent first-line ownership, 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 – Risk and Resilience portfolio and organisation choices for the electronics portfolio, 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 electronics portfolio trend against risk appetite adherence, tested resilience and faster issue closure, 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 – Risk and Resilience’s agreed first-year electronics portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Risk and Resilience forecast that remains decision-useful across three consecutive quarters and reconciles the electronics portfolio’s operating, cash, customer and people assumptions.
• Closure of the EVP – Risk and Resilience mandate’s highest-priority electronics portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical electronics portfolio talent and ready-now successors for at least 70% of the EVP – Risk and Resilience’s direct reports.
• A quantified EVP – Risk and Resilience-owned improvement in the electronics portfolio operating constraint behind a supplier-resilience gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 260: 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 Risk, Deputy CRO or Operational Resilience Head in a privately held Automotive or adjacent enterprise. In relation to the electronics portfolio, your EVP – Risk and Resilience track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this EVP – Risk and Resilience brief.

As a EVP – Risk and Resilience candidate, you bring 22–28 years of progressive Automotive 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 ₹8,050 crore and led an organisation of at least 1,025 people.

For mandate 260, the board wants two transitions: a difficult electronics portfolio portfolio choice and a leadership-system change during a supplier-resilience gap. As the prospective EVP – Risk and Resilience for this electronics portfolio, you must challenge optimistic cases and still create followership. References for mandate 260 must distinguish your contribution from the institution around you.

The EVP – Risk and Resilience role in Automotive is based in Sanand; 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 Risk, Deputy CRO or Operational Resilience Head, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven EVP – Risk and Resilience ownership of at least ₹8,050 crore and leadership of no fewer than 1,025 employees in a comparable electronics portfolio context.
• One completed Automotive or adjacent-sector example of board concern over resilience and inconsistent first-line ownership with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks EVP – Risk and Resilience-level electronics portfolio consequences will not meet the bar.
• Willingness to meet the Sanand location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 260.

Compensation and terms

The anticipated EVP – Risk and Resilience package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final electronics portfolio scope and the candidate’s current mix. Any long-term participation for mandate 260 follows standard vesting and performance conditions. The EVP – Risk and Resilience appointment in Sanand, centred on the electronics portfolio, 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 260.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 260. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 260.