Chief Financial Officer – Transformation — Powertrain Division

The mandate

The next planning cycle has brought into focus finance transformation following inconsistent performance visibility within a institutionally backed integrated automotive and components manufacturer. The immediate arena is the powertrain division during an electric-vehicle portfolio shift. For mandate 253, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Financial Officer – Transformation operating perimeter covers approximately ₹13,250 crore in regional revenue and programme portfolio, with activity spanning several powertrain division customer, product and delivery clusters rather than a single asset. The Chief Financial Officer – Transformation Automotive remit carries direct influence over roughly 2,150 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Chief Financial Officer – Transformation who can convert ambiguity into a short list of explicit choices for the powertrain division. The Chief Financial Officer – Transformation Automotive seat must resolve an electric-vehicle portfolio shift, while preserving the underlying strengths of the powertrain division. For mandate 253, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Financial Officer – Transformation’s first year on the powertrain division is expected to end with a clean close, decision-quality economics and released working capital. In mandate 253, 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 Chief Financial Officer – Transformation — Powertrain Division seat. The incumbent continues to lead the powertrain division 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 an electric-vehicle portfolio shift 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 Chief Financial Officer – Transformation value-creation thesis for the powertrain division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹13,250 crore in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Financial Officer – Transformation Automotive organisation of about 2,150 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the powertrain division economics and execution constraints created by an electric-vehicle portfolio shift, with Chief Financial Officer – Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Financial Officer – Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the powertrain division; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 253.
• Build the Chief Financial Officer – Transformation’s three-year succession and capability plan for the powertrain division, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the powertrain division baseline, meet the 30 stakeholders most consequential to finance transformation following inconsistent performance visibility, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Financial Officer – Transformation portfolio and organisation choices for the powertrain division, 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 powertrain division trend against a clean close, decision-quality economics and released working capital, 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 Chief Financial Officer – Transformation’s agreed first-year powertrain division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Financial Officer – Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the powertrain division’s operating, cash, customer and people assumptions.
• Closure of the Chief Financial Officer – Transformation mandate’s highest-priority powertrain division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical powertrain division talent and ready-now successors for at least 70% of the Chief Financial Officer – Transformation’s direct reports.
• A quantified Chief Financial Officer – Transformation-owned improvement in the powertrain division operating constraint behind an electric-vehicle portfolio shift, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 253: 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 CFO, Deputy CFO or Group Financial Controller in a institutionally backed Automotive or adjacent enterprise. In relation to the powertrain division, your Chief Financial Officer – 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 Chief Financial Officer – Transformation brief.

As a Chief Financial Officer – Transformation candidate, you bring 22–28 years of progressive Automotive 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 ₹7,700 crore and led an organisation of at least 1,500 people.

For mandate 253, the board wants two transitions: a difficult powertrain division portfolio choice and a leadership-system change during an electric-vehicle portfolio shift. As the prospective Chief Financial Officer – Transformation for this powertrain division, you must challenge optimistic cases and still create followership. References for mandate 253 must distinguish your contribution from the institution around you.

The Chief Financial Officer – 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 CFO, Deputy CFO or Group Financial Controller, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven Chief Financial Officer – Transformation ownership of at least ₹7,700 crore and leadership of no fewer than 1,500 employees in a comparable powertrain division context.
• One completed Automotive or adjacent-sector example of finance transformation following inconsistent performance visibility 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 Chief Financial Officer – Transformation-level powertrain division consequences will not meet the bar.
• Willingness to meet the Gurugram location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 253.

Compensation and terms

The anticipated Chief Financial Officer – Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final powertrain division scope and the candidate’s current mix. Any long-term participation for mandate 253 follows standard vesting and performance conditions. The Chief Financial Officer – Transformation appointment in Gurugram, centred on the powertrain division, 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 253.

Confidentiality

This search is being conducted without naming the client for mandate 253. 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 253.