Chief Financial Officer – Transformation — Gas And LNG Business

The mandate

An institutionally backed Indian gas and LNG business reports performance through separate views of sourcing, shipping, regasification, pipelines, storage, marketing and long-term contracts. Profit and cash are reconciled late, while teams disagree on the economic effect of flexibility, take-or-pay, capacity and credit. Ahead of a capital-discipline reset, the board needs a CFO Transformation who can create decision-useful visibility and redesign finance around the physical and contractual chain.

The perimeter covers approximately ₹38,150 crore in operated assets and trading portfolio and 1,925 employees and material partners. Accountability includes business finance, transformation, controllership, planning, performance, working capital, investment governance, finance data, systems partnership and talent. Treasury, tax and trading risk retain their specialist roles. The CFO owns the integrated economic view, finance operating model and the sustainability of changed controls.

Gas and LNG economics are time- and location-dependent. Contract flexibility, cargo scheduling, terminal capacity, pipeline access, losses, calorific value, demand seasonality, credit and imbalance may create or consume value. A monthly gross-margin number cannot explain whether performance came from portfolio optimisation, price movement or delayed obligation.

Transformation must therefore start with decisions and controls, not an enterprise-system promise. Technology will support the model only after definitions, owners and reconciliations are clear.

Why this seat is open

This is a planned replacement over four to six months. The incumbent remains accountable during a structured transition and will hand over close, contract and transformation context. The board is managing the process confidentially to protect employees and commercial counterparties. No hidden restatement or conduct matter prompted the search.

What you will own

• Build an integrated contract-to-cash and asset-performance view.
• Redesign planning, close and performance decision cycles.
• Establish capital gates grounded in physical and contractual evidence.
• Improve working capital, credit and settlement control.
• Govern finance data and systems around named process owners.
• Develop commercial finance and controllership successors.

The economic model will map contract rights and obligations to physical movement. Supply price, destination rights, volume tolerance, take-or-pay, shipping, terminal, pipeline, storage, marketing and credit will form a common deal and asset view. Optionality will be valued only where the business can exercise it operationally and contractually.

Close transformation will target the causes of late reconciliation. Nominations, allocations, meter data, invoices, accruals, settlements, inventory and derivatives need clear cut-offs and exception ownership. Finance will reduce manual journals by removing upstream ambiguity, not by moving unsupported estimates into automated rules. Material adjustments will retain lineage and approval.

Planning will use scenarios that connect demand, supply, logistics and credit. The CFO will distinguish forecast from commitment and show which decisions remain open. Rolling views should trigger cargo, capacity, customer or capital action rather than simply update the annual plan. Business leaders will own operational assumptions and finance will challenge their consistency.

Capital discipline will cover terminals, pipelines, storage, technology and contractual capacity. Each case will show utilisation, alternative access, customer commitment, flexibility value, execution capacity and downside. Post-investment review will use the approved physical drivers. Capacity retained for resilience will be labelled and valued as such rather than hidden in optimistic revenue.

Finance organisation design will place capability near decisions while preserving control. Commercial finance, operations finance, controllership and shared services need explicit boundaries and service levels. The CFO will build proficiency in contracts, physical flows and data among finance leaders, reducing dependency on a few deal specialists.

The first 12 months

Within 90 days, the CFO will reconcile the ten largest contract and asset positions, identify close and forecast failure points and assess leadership. The committee will receive immediate capital, cash and control priorities.

By month eight, two major value chains should use the integrated economic model, close exceptions should have named upstream owners and three capital cases should pass redesigned gates. Working-capital actions will distinguish sustainable process change from timing movement.

At year-end, management close should shorten by three working days, forecast cash variance remain within 7% and aged settlement exceptions fall 40%. Finance transformation benefits should remain within 10% of the approved case, 90% of capital spend stay behind gates and ready cover exist for 70% of pivotal finance roles.

What the board will measure

• Contract, physical flow, profit and cash reconciled coherently.
• Faster close through better ownership, not unsupported automation.
• Capital cases grounded in utilisable capacity and demand.
• Sustainable working-capital and settlement improvement.
• Strong finance capability close to gas and LNG decisions.

The person

You are a business CFO, finance-transformation executive or gas and LNG finance leader with 22–28 years of experience. You have carried at least ₹22,150 crore in accountable scope and led no fewer than 1,350 people. Your record includes complex contracts, physical commodities, asset capital and multi-year finance change.

The board will test a reconciliation you rebuilt from physical evidence, a technology programme you delayed until ownership was clear and a capital case changed by contract optionality. You must combine transformation pace with controllership discipline. Systems-only leadership without business finance authority will not qualify.

This onsite Vadodara role requires regular travel to commercial, terminal, pipeline, shared-service and board locations.

Compensation and terms

Fixed compensation is ₹2.2–3.0 crore plus performance variable. Measures include visibility, close, cash, capital discipline, controls, transformation benefits and succession. Final terms reflect the confirmed business scope.

Confidentiality

The sponsor, contracts, terminals, customers, systems and transformation position are confidential. More detail follows qualification and an undertaking. The situation and values are blended to protect identity.