SVP – Commercial Growth — Passenger-Vehicle Business

The mandate

The investment committee has withheld further expansion pending clarity on slowing growth in priority customer segments within a institutionally backed integrated automotive and components manufacturer. The immediate arena is the passenger-vehicle business during a warranty-cost challenge. For mandate 257, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Commercial Growth operating perimeter covers approximately ₹14,650 crore in regional revenue and programme portfolio, with activity spanning several passenger-vehicle business customer, product and delivery clusters rather than a single asset. The SVP – Commercial Growth Automotive remit carries direct influence over roughly 1,150 colleagues and third-party capacity.

The board and its investment committee want a SVP – Commercial Growth who can convert ambiguity into a short list of explicit choices for the passenger-vehicle business. The SVP – Commercial Growth Automotive seat must resolve a warranty-cost challenge, while preserving the underlying strengths of the passenger-vehicle business. For mandate 257, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Commercial Growth’s first year on the passenger-vehicle business is expected to end with quality revenue, pricing discipline and a repeatable commercial engine. In mandate 257, 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 SVP – Commercial Growth — Passenger-Vehicle Business 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 passenger-vehicle business remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the SVP – Commercial Growth value-creation thesis for the passenger-vehicle business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹14,650 crore in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Commercial Growth Automotive organisation of about 1,150 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the passenger-vehicle business economics and execution constraints created by a warranty-cost challenge, with SVP – Commercial Growth-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Commercial Growth operating review across commercial, customer, financial, people, technology and risk outcomes for the passenger-vehicle business; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 257.
• Build the SVP – Commercial Growth’s three-year succession and capability plan for the passenger-vehicle business, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the passenger-vehicle business baseline, meet the 30 stakeholders most consequential to slowing growth in priority customer segments, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Commercial Growth portfolio and organisation choices for the passenger-vehicle business, 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 passenger-vehicle business trend against quality revenue, pricing discipline and a repeatable commercial engine, 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 SVP – Commercial Growth’s agreed first-year passenger-vehicle business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Commercial Growth forecast that remains decision-useful across three consecutive quarters and reconciles the passenger-vehicle business’s operating, cash, customer and people assumptions.
• Closure of the SVP – Commercial Growth mandate’s highest-priority passenger-vehicle business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical passenger-vehicle business talent and ready-now successors for at least 70% of the SVP – Commercial Growth’s direct reports.
• A quantified SVP – Commercial Growth-owned improvement in the passenger-vehicle business operating constraint behind a warranty-cost challenge, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 257: 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 SVP Sales, Commercial Director or Business Unit Head in a institutionally backed Automotive or adjacent enterprise. In relation to the passenger-vehicle business, your SVP – Commercial Growth 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 SVP – Commercial Growth brief.

As a SVP – Commercial Growth 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 ₹8,500 crore and led an organisation of at least 800 people.

For mandate 257, the board wants two transitions: a difficult passenger-vehicle business portfolio choice and a leadership-system change during a warranty-cost challenge. As the prospective SVP – Commercial Growth for this passenger-vehicle business, you must challenge optimistic cases and still create followership. References for mandate 257 must distinguish your contribution from the institution around you.

The SVP – Commercial Growth role in Automotive is based in Chennai; 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 SVP Sales, Commercial Director or Business Unit Head, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven SVP – Commercial Growth ownership of at least ₹8,500 crore and leadership of no fewer than 800 employees in a comparable passenger-vehicle business context.
• One completed Automotive or adjacent-sector example of slowing growth in priority customer segments 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 SVP – Commercial Growth-level passenger-vehicle business consequences will not meet the bar.
• Willingness to meet the Chennai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 257.

Compensation and terms

The anticipated SVP – Commercial Growth package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final passenger-vehicle business scope and the candidate’s current mix. Any long-term participation for mandate 257 follows standard vesting and performance conditions. The SVP – Commercial Growth appointment in Chennai, centred on the passenger-vehicle business, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 257.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 257. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 257.