EVP – Strategy and Portfolio — Digital Lending Portfolio

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 diversified financial-services platform. The immediate arena is the digital lending portfolio during conduct-risk remediation. For mandate 006, 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 ₹4,200 crore in assets under oversight, with activity spanning several digital lending portfolio customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Financial Services remit carries direct influence over roughly 300 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 digital lending portfolio. The EVP – Strategy and Portfolio Financial Services seat must resolve conduct-risk remediation, while preserving the underlying strengths of the digital lending portfolio. For mandate 006, 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 digital lending portfolio is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 006, 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 — Digital Lending Portfolio 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 digital lending portfolio 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 digital lending portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹4,200 crore in assets under oversight, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Financial Services organisation of about 300 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the digital lending portfolio economics and execution constraints created by conduct-risk remediation, 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 digital lending portfolio; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 006.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the digital lending portfolio, reducing dependence on individual executives and improving mobility across the wider Financial Services organisation.

The first 12 months

• Days 1–90: Validate the digital lending portfolio 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 digital lending portfolio, 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 digital lending portfolio 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 digital lending portfolio 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 digital lending portfolio’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority digital lending portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical digital lending portfolio 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 digital lending portfolio operating constraint behind conduct-risk remediation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 006: 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 Financial Services or adjacent enterprise. In relation to the digital lending portfolio, 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 banking, insurance, payments, wealth or regulated fintech 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 Financial Services 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 ₹2,450 crore and led an organisation of at least 200 people.

For mandate 006, the board wants two transitions: a difficult digital lending portfolio portfolio choice and a leadership-system change during conduct-risk remediation. As the prospective EVP – Strategy and Portfolio for this digital lending portfolio, you must challenge optimistic cases and still create followership. References for mandate 006 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Financial Services is based in Mumbai; 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 Financial Services governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹2,450 crore and leadership of no fewer than 200 employees in a comparable digital lending portfolio context.
• One completed Financial Services 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 banking, insurance, payments, wealth or regulated fintech; experience that is purely functional and lacks EVP – Strategy and Portfolio-level digital lending portfolio consequences will not meet the bar.
• Willingness to meet the Mumbai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 006.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final digital lending portfolio scope and the candidate’s current mix. Any long-term participation for mandate 006 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Mumbai, centred on the digital lending portfolio, 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 006.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 006. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 006.