EVP – Operations Transformation — Commercial-Vehicle Platform

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned integrated automotive and components manufacturer. The immediate arena is the commercial-vehicle platform during a supplier-resilience gap. For mandate 258, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹9,650 crore in regional revenue and programme portfolio, with activity spanning several commercial-vehicle platform customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Automotive remit carries direct influence over roughly 1,950 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the commercial-vehicle platform. The EVP – Operations Transformation Automotive seat must resolve a supplier-resilience gap, while preserving the underlying strengths of the commercial-vehicle platform. For mandate 258, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the commercial-vehicle platform is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 258, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the EVP – Operations Transformation — Commercial-Vehicle Platform seat. The incumbent continues to lead the commercial-vehicle platform through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a supplier-resilience gap is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the EVP – Operations Transformation value-creation thesis for the commercial-vehicle platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹9,650 crore in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Automotive organisation of about 1,950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the commercial-vehicle platform economics and execution constraints created by a supplier-resilience gap, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the commercial-vehicle platform; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 258.
• Build the EVP – Operations Transformation’s three-year succession and capability plan for the commercial-vehicle platform, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the commercial-vehicle platform baseline, meet the 30 stakeholders most consequential to an operations reset after service and cost drift, 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 – Operations Transformation portfolio and organisation choices for the commercial-vehicle platform, 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 commercial-vehicle platform trend against stable delivery, structurally lower cost and accountable operating rhythms, 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 – Operations Transformation’s agreed first-year commercial-vehicle platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Operations Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the commercial-vehicle platform’s operating, cash, customer and people assumptions.
• Closure of the EVP – Operations Transformation mandate’s highest-priority commercial-vehicle platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical commercial-vehicle platform talent and ready-now successors for at least 70% of the EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the commercial-vehicle platform operating constraint behind a supplier-resilience gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 258: 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 Operations, COO or Transformation Director in a multinational-owned Automotive or adjacent enterprise. In relation to the commercial-vehicle platform, your EVP – Operations Transformation 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 – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Automotive or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹5,600 crore and led an organisation of at least 1,375 people.

For mandate 258, the board wants two transitions: a difficult commercial-vehicle platform portfolio choice and a leadership-system change during a supplier-resilience gap. As the prospective EVP – Operations Transformation for this commercial-vehicle platform, you must challenge optimistic cases and still create followership. References for mandate 258 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation role in Automotive is based in Gurugram; 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 Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹5,600 crore and leadership of no fewer than 1,375 employees in a comparable commercial-vehicle platform context.
• One completed Automotive or adjacent-sector example of an operations reset after service and cost drift 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 – Operations Transformation-level commercial-vehicle platform consequences will not meet the bar.
• Willingness to meet the Gurugram location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 258.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final commercial-vehicle platform scope and the candidate’s current mix. Any long-term participation for mandate 258 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Gurugram, centred on the commercial-vehicle platform, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 258.

Confidentiality

This search is being conducted without naming the client for mandate 258. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 258.