EVP – Strategy and Portfolio — Aftermarket And Services Unit

The mandate

The unit supports a large installed base of industrial equipment through spare parts, field service, repair, upgrades and long-term agreements. Its revenue is attractive, but the portfolio has accumulated thousands of low-movement parts, local service stocks and customer-specific promises. Availability targets are often set without installed-base criticality, while field teams retain parts because system records and replenishment are unreliable. Working capital has become the price of compensating for an unclear service strategy.

The EVP will influence approximately 3,325 employees and material partners across service businesses, parts, repair centres, field engineering, remote support and digital offerings. The role owns portfolio strategy, service-model design, investment and strategic governance; operating leaders retain their P&Ls. The appointee must decide where the manufacturer should guarantee uptime, where it should sell parts or expertise and where specialist partners provide a better lifecycle solution.

Installed equipment varies by age, criticality and documentation. Some legacy parts require long retention or regulated support; others exist only because no formal obsolescence decision was made. Strategy must segment these obligations, price service accordingly and create customer transition where support is ending. Working-capital release cannot abandon installed assets or shift emergency cost to customers.

Service contracts require risk-adjusted economics. A fixed uptime promise may be attractive where condition data and access are strong but dangerous where operating conditions are unknown. The EVP will establish which propositions can scale and what data, parts, technician and remote capability they require.

Counterfeit and unauthorised parts create a strategic boundary. Customers sometimes source lower-cost components and return to the manufacturer after failure, while third parties use ambiguous branding. The EVP will define authentication, authorised-channel and repair-partner choices that protect safety and intellectual property without forcing customers into unreasonable scarcity. Traceability and fair availability must work together.

Why this seat is open

The board approved a planned new strategy seat after the aftermarket grew through separate product divisions without one capital or proposition view. Business leaders remain accountable. The appointment precedes the next inventory, repair-centre and digital-service decisions so the new executive can set priorities before funds are committed.

What you will own

• Segment the installed base by criticality, lifecycle, support obligation, service potential and exit risk.
• Define differentiated parts, repair, field, upgrade and uptime propositions with complete economics.
• Create portfolio decisions for strategic, run-off, partner-supported and unsupported legacy equipment.
• Establish inventory and field-stock policy linked to service promise and replenishment evidence.
• Evaluate repair-centre, distribution and digital-service investment against scalable demand.
• Design customer transitions for obsolescence or support withdrawal with adequate notice and alternatives.
• Align operating business leaders on common strategy measures and capital sequence.
• Build a strategy team that uses field and installed-base evidence, not only market estimates.

The first 12 months

In 90 days, reconstruct five installed-base cohorts and trace service promise through parts, technician, repair and cash. Identify inventory without a support or obligation rationale and contracts whose risk is not priced. Present a portfolio map, immediate disposition decisions and the evidence required before larger release.

By month six, implement segmentation in priority product families, revise field-stock and service-contract rules and launch first customer lifecycle transitions. Decide repair-centre and digital investments against the chosen proposition. Each business leader should own portfolio and cash actions through common governance.

At twelve months, release at least ₹250 crore of working capital while maintaining priority service levels, reduce parts over 24 months old by 35% and improve first-time field fix by ten points in selected families. Service-contract contribution should improve 15%, at least 80% of inventory should map to a documented promise or obligation, and no strategic customer should experience an unmanaged support withdrawal.

What the board will measure

• Cash released with installed-base and service obligations protected.
• Portfolio choices implemented across product divisions.
• Service-contract contribution and risk visibility.
• Parts availability and first-time fix for priority equipment cohorts.
• Customer transition quality for obsolescence and run-off.
• Business ownership of strategy after central recommendations.

The person

You have 22–28 years in strategy, aftermarket, service or business leadership for industrial equipment, automotive, aerospace, power systems or another long-life installed base. You have reduced spare-parts complexity or reshaped service contracts and can show how customer uptime and cash changed.

Your experience should include at least ₹4,000 crore of revenue, assets or installed-base portfolio and influence across 2,300 employees and partners. You can distinguish statutory or contractual support from commercial habit and describe a legacy family you exited responsibly. The board will test field understanding and capital-allocation judgement.

The hybrid Pune role involves site and customer travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

The fixed range is ₹2.2–3.0 crore plus performance variable measured through portfolio value, working capital, service outcomes, implementation and leadership. This permanent hybrid appointment is based in Pune, reports to the Group Chief Executive or selected sponsor and requires regular field travel. Notice up to six months can be considered.

Confidentiality

The business, installed base, customers, parts and service economics are confidential. Detail follows reciprocal fit, conflict clearance and a written undertaking. All scale and examples are composite; applicants must not contact dealers, customers, service partners or employees to identify the unit.