Senior Vice President Project Treasury — Funding Tenor and Refinancing Resilience

The mandate

An energy EPC platform is creating an SVP project-treasury seat because the duration of its funding increasingly differs from the duration of its committed project cash needs. Short-term borrowing can fall due before certified receivables are collected, while a prospective longer-tenor facility may not become usable on the date expected. This is open-ended employment. The first twelve months establish funding-tenor alignment and refinancing resilience, followed by continuing ownership as payment commitments, collections and debt maturities change across the approved project portfolio.

The central analysis connects committed payment dates, realistic receipt timing, loan repayments and the periods during which signed funding can actually be drawn. A positive project margin does not remove a maturity mismatch, and a lender's encouraging discussion does not create a refinancing commitment. You will distinguish funded base needs from a downside gap when receivables shift beyond debt repayment or an availability period closes before required documents are ready. Commercial owners provide collection evidence, project leaders provide authorised obligations and legal specialists interpret signed financing terms. Treasury uses those authorised interpretations and verified funding evidence rather than assuming renewal merely because a lender has renewed before.

Fourteen professionals report through project treasury, funding analysis and refinancing coordination leads. You decide ordinary draw and repayment sequencing under signed facilities, prepare refinancing options and require an authorised response when a maturity gap exceeds delegated liquidity tolerance. The group CFO approves new funding proposals and material facility changes; the board reserves borrowing, new security and strategic financing outside delegation. The role cannot amend customer contracts, direct construction or sign an unapproved debt commitment. Guarantee release and collateral-capacity registers remain with a separate treasury controls owner and are not this seat's operating problem.

The initial agenda should establish a dated funding-gap curve, a maintained debt-maturity and availability view, and a bridge-to-term transition decision with explicit dependencies. Mumbai is the onsite base with scheduled lender and selected project-finance meetings. Continuing responsibility includes revisiting the funded position when collection evidence or lender conditions change. Executives should see the last responsible date for an approved alternative and the cost of delayed action, rather than an aggregate cash forecast that assumes every refinancing occurs just before it is needed. A resilient plan can absorb a defined receipt delay without depending on an unsigned replacement facility.

What you will own

• Establish a dated funding-gap curve connecting committed supplier and project payments, supported receivable timing and debt repayments, exposing the period of mismatch rather than relying on an undifferentiated closing cash balance.
• Decide ordinary draw and repayment sequencing under signed facilities through their actual availability periods, ensuring approved funding can support the obligation dates without assuming an unsigned renewal or replacement facility.
• Stress the funding plan for defined receivable delay and refinancing slippage, separating temporary timing pressure from a persistent tenor mismatch and identifying the finance action that needs executive approval.
• Build bridge-to-term transition options with cost, evidence dependencies and last responsible decision dates, showing when a short-term bridge ceases to be a credible response even if the underlying project remains profitable.
• Set lender-condition sequencing with authorised project, legal and reporting owners, identifying which accepted inputs precede draw or refinancing without manufacturing legal interpretations to make the planned date appear achievable.
• Develop treasury analysts who can independently explain base and downside funding gaps, preserving versioned receipt assumptions and signed funding evidence when a new lender discussion or project forecast changes the outlook.
• Present refinancing choices and residual maturity exposure to the CFO and treasury risk committee, retaining board-reserved commitments while making the consequence of delayed approval and the funded fallback explicit.

Candidate qualifications

• Explain a maturity or funding-duration mismatch you personally addressed in EPC, infrastructure or comparable project finance. Identify the committed obligations, supported receipts and signed borrowing timetable, including the downside that changed your recommendation. Evidence may come from rigorous corporate treasury responsibility where the same method applies; the essential proof is a dated funding decision, not administration of guarantees or a general statement that lender relationships were strong.
• Demonstrate disciplined distinction between a financing proposal, a lender indication and a drawable signed facility. Describe how you sequenced sponsor inputs and professional review before a bridge or refinancing could proceed, and what remained conditional. You should challenge a planned renewal date constructively, preserve legal ownership of financing terms and avoid claiming that project profitability or historic renewal practice independently supports the availability of replacement debt.
• Substantiate senior treasury and corporate-finance standing through a 28+ year career with substantial VP or equivalent planning, P&L and finance leadership. Applied professional finance competence must support maturity analysis, cost comparison and receivable-delay stress. Explain how you led specialists through a funding choice while preserving CFO and board powers, obtaining qualified legal or accounting input and making the consequence of an approval delay clear.
• Show a maintained base and downside funding plan that internal deputies could revise when project receipts or lender conditions changed. Onsite Mumbai leadership, secure debt documentation and measured lender communication are required. Your example should reveal a reproducible gap analysis and an approved fallback, rather than a personal emergency intervention that depended on undocumented assurances or assumed that additional short-term borrowing could always bridge the next maturity.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 9 October 2026. Mandate reference CVU-PER-2026-IND-170.