EVP – Risk and Resilience — Electronics Portfolio

The mandate

An automotive-electronics portfolio has diversified its direct suppliers yet remains exposed to common semiconductor foundries, firmware libraries, tooling providers and specialist validation capacity. Programme risk reports still assess suppliers one by one. New domain-controller and electrification programmes will deepen concentration unless decisions use a cross-portfolio view. The board has created an urgent resilience role before the next sourcing gates.

The EVP – Risk and Resilience will hold enterprise oversight across approximately 1,450 employees and material partners and an electronics perimeter near ₹4,750 crore. Scope includes supply, technology, product, operational, information and programme concentration; risk appetite; scenario testing; acceptance and board reporting. Engineering, procurement and quality remain first-line owners. The EVP provides independent aggregation and challenge and coordinates crisis governance when failures cross programmes.

Resilience is more than adding inventory or another distributor. Semiconductors may share wafer or packaging capacity, an alternate component may require hardware and software redesign and firmware dependencies can persist unnoticed across suppliers. The executive must trace these connections, quantify consequence and lead choices among redesign, capacity reservation, licensing, stock, alternate supply and explicit acceptance.

Authenticity and controlled change matter during shortage. Emergency brokers, component substitution and firmware workarounds can create counterfeit, safety and cyber exposure. Response speed must not bypass traceability or appropriate engineering approval.

Customer and regulator communication must be designed before a disruption. A supply failure can alter build mix, delay a safety-related update or restrict spare-part availability across the installed fleet. The EVP will establish thresholds, facts and accountable spokespersons with product, legal and quality leaders, ensuring that commercial optimism does not suppress material exposure. Insurance, contractual remedies and business-continuity funding should support response but never substitute for a technically viable recovery path.

The resilience view must also follow components after end of production. Long service obligations can outlast a semiconductor’s commercial life, making last-time buys, redesign and secure firmware support part of today’s sourcing decision.

Geopolitical and trade scenarios will be connected to the physical dependency map. A nominally available alternate may rely on the same restricted equipment, intellectual property or shipping corridor. The EVP will require executable logistics and legal access, not a supplier letter, before recognising diversification in the board risk view.

Why this seat is open

No existing risk executive has authority across sourcing, engineering and product programmes. A supplier-resilience review prompted urgent creation of this new role outside the succession plan. Interim governance can block immediate exposures but cannot build the permanent system. An eight-week appointment target reflects the proximity of the next sourcing gates.

What you will own

• Trace shared dependency through component, foundry, packaging, firmware, tools and specialist suppliers.
• Set concentration appetite and acceptance routes across programmes and product lines.
• Challenge sourcing and architecture choices before lock-in.
• Design severe-but-plausible shortage, cyber and supplier-failure scenarios.
• Govern emergency substitution, broker and allocation controls with first-line owners.
• Establish recovery evidence for critical electronics and embedded-software capability.
• Create an independent portfolio view of incidents, exposure and mitigation effectiveness.
• Build successors across supply, technology and product resilience.

The first 12 months

The first 60 days will identify the 30 most consequential shared dependencies and verify containment for imminent programme gates. By day 90, the executive committee will receive a risk-ranked map, acceptance proposals and decisions requiring redesign or capacity commitment.

By month eight, at least three cross-programme scenarios should test foundry, firmware and validation loss. Priority mitigations will have funding and accountable owners, and emergency-sourcing controls will be tested using realistic documentation and traceability challenges.

At year-end, all critical shared dependencies should have tested mitigation or time-bound acceptance, emergency-broker use should fall by 60% and unmanaged single-source exposures by 30%. Programme disruption from known concentration should reduce materially, with no safety, counterfeit or cyber failure caused by an emergency substitution.

What the board will measure

• Hidden concentration visible before sourcing and architecture decisions.
• Resilience selected by consequence, feasibility and lifecycle economics.
• Cross-programme exercises changing funded design and supply choices.
• Emergency actions preserving authenticity, safety and cyber controls.
• Independent risk capability and successors across technical domains.

The person

You are an enterprise-risk, supply-resilience or automotive-electronics executive who has governed cross-programme technology dependencies. You understand semiconductor and embedded-software ecosystems sufficiently to test claims without taking engineering or sourcing accountability. Experience in automotive, electronics, aerospace or critical technology is relevant.

You bring 22–28 years of experience and have held risk authority above ₹2,700 crore across at least 1,000 employees. The committee will examine a shared lower-tier dependency you exposed, a redesign you supported and an emergency substitution you stopped for authenticity or technical risk.

The role is onsite in Sanand with extensive supplier and engineering engagement.

Compensation and terms

Compensation for the resilience remit is ₹2.2–3.0 crore fixed with a performance variable. Measures include exposure visibility, tested resilience, programme continuity, control and talent. The absence of shortage alone is not performance. Final terms reflect current mix and the approved risk perimeter.

Confidentiality

The programmes, components, suppliers and dependencies are confidential. Qualified candidates receive controlled details under an undertaking. Sanand and the approximate portfolio scale are not intended to identify the manufacturer.