SVP – Commercial Growth — Wealth Franchise

The mandate

Two wealth-advisory businesses are being brought together to create a stronger proposition across entrepreneurs, senior professionals and family offices. The legal combination is complete; the commercial combination is not. Relationship teams still defend legacy client ownership, referral rules favour the business that originated them, and overlapping propositions reach the market with different prices. An SVP for Commercial Growth is required to settle the model and drive productive momentum.

The executive will lead approximately 220 employees and material partners across relationship management, sales enablement, partnerships and selected proposition teams. The accountable commercial portfolio is approximately ₹3,550 crore. The task includes client segmentation, adviser deployment, pipeline standards, pricing discipline, centres of influence and collaboration with investment, credit and service leaders. It excludes the independent approval of products and suitability decisions.

This cannot be solved by declaring one legacy organisation the winner. Each business contributes valuable relationships and distinctive capability. However, maintaining two rules for referrals, discounting and account credit is already eroding trust. The successful candidate must distinguish principled preservation from political compromise, make decisions quickly, and retain producers by improving the conditions for client work rather than promising permanent economic protection.

Why this seat is open

The previous commercial head has left during the integration, creating an urgent replacement need. The departure was handled professionally, but it leaves unresolved decisions that cannot be distributed among regional heads without reinforcing legacy boundaries. Interim oversight protects client coverage; it is not authorised to redesign incentives or appoint the permanent leadership team. The board seeks a successor within six to eight weeks.

What you will own

• Create one client segmentation and coverage model, including rules for household ownership, joint coverage, referrals, succession and disputed relationships.
• Unify the commercial proposition while preserving specialist offers whose economics and client demand justify their continuation.
• Redesign adviser goals and crediting so collaboration, durable net new money and client outcomes matter alongside individual production.
• Review pricing corridors and exception rights; remove disparities that cannot be explained by segment, service or relationship economics.
• Rebuild the qualified pipeline from customer need and investable assets, separating genuine opportunities from duplicated or ageing entries.
• Establish centres-of-influence and group-referral partnerships with transparent economics and client-consent safeguards.
• Appoint an integrated regional and segment leadership team and retain high-value advisers through role quality, credible decisions and selective transition arrangements.
• Work with operations and investment leaders to resolve service bottlenecks that cause relationship managers to withhold new business.

The first 12 months

The first six weeks should identify clients exposed to overlapping contact, unclear ownership or adviser departure. Personally review the largest disputed households and establish temporary rules that protect service while permanent principles are agreed. Reconcile pipeline, flows, assets and producer contribution across both legacy systems.

By day 100, publish the target coverage model, commercial leadership structure, common pricing authorities and transition incentive. Decisions affecting named clients should include communication, consent and suitability considerations. Every producer should know which relationships they lead, where joint coverage is expected and how contribution will be recognised.

Months four to nine should move the organisation from allocation debate to market activity. Clean the pipeline, relaunch priority propositions, create cross-legacy client teams and address service defects that constrain referrals. Review performance weekly during the transition, but avoid daily campaigns that produce low-quality inflow.

At year end, net new money in priority segments should exceed the rebased plan by 12%; duplicated pipeline should be below 3%; at least 20% of qualified opportunities should involve collaboration across legacy boundaries; pricing exceptions should fall by 30%; and regretted departure of identified critical producers should remain below 7%. Client complaints attributable to integration must trend down each quarter.

What the board will measure

• Durable net new money and revenue yield by segment, adjusted for market movement and one-off transfers.
• Client retention where coverage or adviser responsibility changes.
• Collaboration and referral conversion across the two legacy organisations.
• Pricing discipline and the economics of transition or retention arrangements.
• Adviser productivity distribution and time released from internal dispute or administration.
• Evidence that commercial integration is improving client experience rather than merely changing reporting lines.

The person

You are a senior wealth, private-banking, securities or investment-distribution executive with 22–28 years of experience and direct leadership of a commercial organisation of at least 220 people. You have owned a portfolio, revenue base or P&L of ₹2,050 crore or more and have integrated producer populations after acquisition, merger or major channel consolidation.

You understand why client ownership is emotionally and economically charged, yet you do not allow powerful producers to design governance around themselves. Your examples should include pricing, coverage and incentive choices, with subsequent evidence on flows, retention and talent. A career confined to strategy or integration programme management is insufficient.

You communicate decisions clearly and can repair trust without avoiding conflict. Clients should see continuity, advisers should see fairness, and the board should see improved economics. References will be asked specifically about contested allocations and the promises you refused to make.

Compensation and terms

The expected package is ₹2.2–3.0 crore fixed plus performance variable. Performance will reflect quality growth, pricing, client retention, integration and leadership stability. The post is permanent and onsite in Gurugram. The need is urgent, although the organisation will accommodate a defensible notice and transition period for the chosen executive.

Confidentiality

The combined businesses and transaction details will be disclosed only under mutual confidentiality after fit is established. All figures and client segments are non-identifying composites. Potential conflicts should be declared to the search adviser; speculative contact with possible firms or their employees is inappropriate.