Chief Information Officer — Transit-Technology Business

The mandate

The business supplies transit operations technology and managed services to fleet customers. Its systems were designed around fuel vehicles, conventional maintenance intervals and depot inventory. A large electric-fleet programme changes the information model: battery state, charger availability, energy tariffs, warranties, high-voltage work and route readiness must connect to scheduling, service and contract reporting. Today those data sit in vendor portals and local files, leaving operations unable to see the whole service risk.

The Chief Information Officer will lead approximately 500 employees and partners across enterprise applications, data platforms, infrastructure, cyber operations, service management and technology vendors. Product engineering remains responsible for customer-facing transport products. The CIO owns the internal and managed-service information backbone that lets those products operate, bill and evidence performance. Clear interfaces with the CTO and fleet engineering leader are essential.

The goal is not to purchase a single “EV suite”. It is to define authoritative asset and energy records, integrate specialist systems safely and retire legacy applications only where operating evidence permits. Customer transport cannot pause for conversion, and connected infrastructure expands cyber exposure. The successor needs practical migration discipline.

Information must also support new financial and environmental obligations. Charger energy can be billed, reimbursed or supplied through a host; batteries carry warranty and residual claims; service contracts may penalise lost kilometres. The CIO must ensure each event can be traced to an approved commercial rule and source record, while keeping personally identifiable driver and passenger data outside analytics that do not require it.

Why this seat is open

The incumbent CIO will step down after the current financial year and supports an orderly replacement. The planned succession begins early because electric-fleet mobilisation and several vendor renewals fall before that date. The board wants the next CIO to own architectural choices rather than inherit contracts signed during a handover.

What you will own

• Define information domains and master records for vehicles, batteries, chargers, routes, work orders, parts, energy and customer contracts.
• Integrate fleet and charging telemetry into service management without allowing unvalidated device events to drive unsafe automation.
• Create service ownership across enterprise applications, managed infrastructure and specialist vendors, including end-to-end incident command.
• Strengthen identity, device, privileged-access and third-party cyber controls for connected depot environments.
• Align technology road maps with electric-fleet commissioning waves, maintenance readiness and contractual reporting.
• Rework data retention, quality and lineage for energy claims, warranties and service-level evidence.
• Govern vendor selection, interoperability and exit rights; avoid dependence on proprietary interfaces that trap operating data.
• Develop CIO successors and technical leaders able to work with product engineering and depot operations as peers.

The first 12 months

In the first 90 days, map the electric-fleet service journey and its information dependencies, review top cyber and continuity risks, and observe commissioning at depot level. Decide which upcoming renewals must be extended briefly rather than pre-empt the target architecture. Agree service boundaries with the CTO and publish an interim data-quality view for the first deployment waves.

By month six, establish authoritative asset and charger identifiers, integrate the most critical events into service operations and test a multi-vendor outage scenario. Launch master-data remediation and privileged-access controls in priority depots. Every architecture decision should have an operational owner, migration path and exit assumption.

By month twelve, 98% of commissioned assets should reconcile across fleet, maintenance and contract records; critical charger or battery events should reach the service desk within two minutes; and severity-one restoration should improve by 40%. Close at least 90% of identified high-risk access gaps, keep customer reporting within contractual accuracy, and lower avoidable vendor run cost by 12% without a material service interruption.

What the board will measure

• Information completeness from physical asset through maintenance, energy and customer obligation.
• Reliability and cyber resilience during electric-fleet commissioning.
• Vendor interoperability, commercial control and credible exit options.
• Data capable of supporting warranty recovery, energy reporting and service credits.
• Product and enterprise technology working through clear responsibilities rather than duplicated platforms.
• Succession and retention among architecture, cyber, data and service leaders.

The person

You have 18–22 years of information leadership in transport, logistics, energy, industrial systems or another connected-asset environment. You have integrated operational technology and enterprise systems while live services continued. Candidates who have only managed corporate workplace technology will not meet the remit.

Your background should include technology accountability supporting at least ₹1,800 crore of contracts or assets and leadership of 350 or more employees and partners. You understand cyber risk in distributed sites, master-data disciplines and vendor negotiation. The board will examine a migration you slowed or stopped, an outage you personally commanded and the operational evidence that shaped your architecture.

The role is onsite in Gurugram, with regular depot and customer travel. Structured handover from the incumbent is available, but the successor must form an independent view before renewals are committed.

Compensation and terms

The role carries ₹3.2–4.6 crore fixed plus performance variable and long-term incentive, measured across service reliability, cyber, data integrity, cost and leadership. This permanent onsite appointment is in Gurugram and reports to the Group Chief Executive or designated executive sponsor. The planned transition can accommodate notice up to six months.

Confidentiality

Customer fleets, technology architecture, cyber findings and vendors will be disclosed only after relevance, conflicts and a mutual undertaking are established. Public figures are approximate and descriptive details blended to prevent client identification. Candidates should not contact likely suppliers or transport operators to validate the opportunity.