EVP – Strategy and Portfolio — Project-Development Pipeline

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 infrastructure developer and asset operator. The immediate arena is the project-development pipeline during a safety and claims reset. For mandate 306, 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 ₹24,000 crore in project and operating-asset portfolio, with activity spanning several project-development pipeline customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Infrastructure remit carries direct influence over roughly 1,775 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 project-development pipeline. The EVP – Strategy and Portfolio Infrastructure seat must resolve a safety and claims reset, while preserving the underlying strengths of the project-development pipeline. For mandate 306, 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 project-development pipeline is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 306, 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 EVP – Strategy and Portfolio — Project-Development Pipeline seat. The incumbent continues to lead the project-development pipeline 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 a safety and claims reset 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 EVP – Strategy and Portfolio value-creation thesis for the project-development pipeline, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹24,000 crore in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Infrastructure organisation of about 1,775 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the project-development pipeline economics and execution constraints created by a safety and claims reset, 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 project-development pipeline; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 306.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the project-development pipeline, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the project-development pipeline 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 project-development pipeline, 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 project-development pipeline 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 project-development pipeline 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 project-development pipeline’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority project-development pipeline risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical project-development pipeline 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 project-development pipeline operating constraint behind a safety and claims reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 306: 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 Infrastructure or adjacent enterprise. In relation to the project-development pipeline, 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 infrastructure, construction, utilities, transport assets or project finance 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 Infrastructure 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 ₹13,900 crore and led an organisation of at least 1,250 people.

For mandate 306, the board wants two transitions: a difficult project-development pipeline portfolio choice and a leadership-system change during a safety and claims reset. As the prospective EVP – Strategy and Portfolio for this project-development pipeline, you must challenge optimistic cases and still create followership. References for mandate 306 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Infrastructure 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 Infrastructure governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹13,900 crore and leadership of no fewer than 1,250 employees in a comparable project-development pipeline context.
• One completed Infrastructure 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 infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks EVP – Strategy and Portfolio-level project-development pipeline consequences will not meet the bar.
• Willingness to meet the Mumbai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 306.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final project-development pipeline scope and the candidate’s current mix. Any long-term participation for mandate 306 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Mumbai, centred on the project-development pipeline, 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 306.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 306. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 306.