EVP – Strategy and Portfolio — Aftermarket And Services Unit

The mandate

The enterprise is entering a phase in which leadership must resolve portfolio choices that have remained unresolved across planning cycles within a privately held multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a working-capital release. For mandate 456, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Strategy and Portfolio operating perimeter covers approximately ₹9,800 crore in manufacturing and commercial portfolio, with activity spanning several aftermarket and services unit customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Manufacturing remit carries direct influence over roughly 3,325 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Strategy and Portfolio who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The EVP – Strategy and Portfolio Manufacturing seat must resolve a working-capital release, while preserving the underlying strengths of the aftermarket and services unit. For mandate 456, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Strategy and Portfolio’s first year on the aftermarket and services unit is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 456, 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 – Strategy and Portfolio — Aftermarket And Services Unit seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the aftermarket and services unit remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Strategy and Portfolio value-creation thesis for the aftermarket and services unit, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹9,800 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Manufacturing organisation of about 3,325 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the aftermarket and services unit economics and execution constraints created by a working-capital release, with EVP – Strategy and Portfolio-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Strategy and Portfolio operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 456.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the aftermarket and services unit, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the aftermarket and services unit baseline, meet the 30 stakeholders most consequential to portfolio choices that have remained unresolved across planning cycles, 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 – Strategy and Portfolio portfolio and organisation choices for the aftermarket and services unit, 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 aftermarket and services unit trend against decisive capital allocation and a sequenced growth agenda, 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 – Strategy and Portfolio’s agreed first-year aftermarket and services unit value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Strategy and Portfolio forecast that remains decision-useful across three consecutive quarters and reconciles the aftermarket and services unit’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority aftermarket and services unit risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical aftermarket and services unit talent and ready-now successors for at least 70% of the EVP – Strategy and Portfolio’s direct reports.
• A quantified EVP – Strategy and Portfolio-owned improvement in the aftermarket and services unit operating constraint behind a working-capital release, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 456: 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 Strategy, Chief Strategy Officer or Portfolio Head in a privately held Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your EVP – Strategy and Portfolio track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this EVP – Strategy and Portfolio brief.

As a EVP – Strategy and Portfolio candidate, you bring 22–28 years of progressive Manufacturing 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 ₹5,700 crore and led an organisation of at least 2,325 people.

For mandate 456, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a working-capital release. As the prospective EVP – Strategy and Portfolio for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 456 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Manufacturing is based in Pune; 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 Strategy, Chief Strategy Officer or Portfolio Head, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹5,700 crore and leadership of no fewer than 2,325 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of portfolio choices that have remained unresolved across planning cycles with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks EVP – Strategy and Portfolio-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 456.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 456 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Pune, centred on the aftermarket and services unit, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 456.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 456. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 456.