Chief Executive Officer — Cloud Platform

The mandate

A listed technology group is repositioning its cloud platform to deliver subscription value, continuous service and simpler consumption as customers move beyond licence-era expectations. Portfolio choices must now be resolved as capital is recommitted to the business.

The Chief Executive Officer will steward approximately ₹1,300 crore in annual recurring revenue and lead around 450 employees and material partners. Scope spans product portfolio, go-to-market, customer success, engineering priorities, service operations, finance, partners and talent. The CEO reports directly to the Group Chief Executive and board.

The portfolio reset will start with customer and product cohorts. Recurring revenue, retention, expansion, gross margin, support, reliability, implementation, cash and capitalised development should reconcile. The CEO will distinguish contracted subscription value from customers merely paying licence economics in instalments.

Migration needs customer-specific choices. Some accounts will move through renewal, others need functional parity, data migration or commercial protection. Incentives must reward persistent adoption and collection, not signatures that create future service burden. Customers for whom the platform no longer fits require a managed route rather than indefinite bespoke support.

Product strategy will choose where the platform earns a right to win. Core capabilities, adjacent modules, partner extensions and legacy products need invest, maintain, combine or exit decisions. Sunk development and vocal customers cannot preserve an offering whose complete economics and strategic value fail the gate.

Reliability becomes part of the commercial promise. Service objectives, incidents, recovery, security, performance and support effort should enter product economics and account plans. Growth releases cannot outpace the platform’s ability to operate. Engineering debt will be prioritised where it protects retention, scale or risk.

Cash conversion matters through the model shift. Billing terms, deferred revenue, implementation, commissions, cloud consumption, collections and renewal timing should appear in one forecast. The CEO will prevent annual recurring revenue growth masking weak cash, declining margin or rising capital needs.

Go-to-market roles will be clarified across sales, customer success, partners and product. Strategic accounts need one outcome plan and credible expansion hypothesis. Partner economics, customer ownership, delivery quality and exit should be explicit. Channel reach is not value if the company inherits poor-fit customers.

Leadership choices follow the portfolio. Product, engineering, commercial and customer leaders require reciprocal accountabilities and successors. The CEO will make timely appointments, remove shadow authority from interim arrangements and develop a cadence that forces cross-functional decisions before variance accumulates.

Why this seat is open

An accelerated transition created an urgent replacement need. Interim leadership protects customers and delivery, but the board aims to appoint within six to eight weeks so subscription, capital and organisation choices have a single owner.

What you will own

• Reset the cloud portfolio around persistent subscription economics.
• Steward ₹1,300 crore of ARR, cash, capital and board forecasts.
• Move licence customers through evidence-based migration pathways.
• Align product, reliability, service and engineering investment.
• Rebuild go-to-market incentives around adoption and collection.
• Lead approximately 450 employees and partners with credible succession.
• Stop, combine or exit products that fail strategic gates.
• Present the board with value, downside and cash-conversion choices.

The first 12 months

The opening 90 days should reconcile product cohorts, recurring revenue and cash. Meet the 30 stakeholders most consequential to the reset, including key and former customers, product, engineering, finance, partners and investors. Stabilise material service risks, assess leaders and agree gates.

Months four to nine should make portfolio decisions, reset migration and align incentives. Retire weak custom work, improve customer-success ownership and redirect engineering capacity. Initial value may appear through stronger retention, improved collection, released cost or a low-value product stopped.

By year end, enterprise value, cash conversion and leadership credibility should show repeatable gains. Delivery must stay within 10% of approval and forecasts should reconcile recurring revenue, cash, customers and people for three quarters. Priority issues require independently accepted closure; severe escalation cannot age beyond 30 days.

What the board will measure

• ARR quality, gross retention, expansion and subscription adoption by cohort.
• Cash conversion after billing, commissions, consumption and implementation.
• Reliability, support effort and customer outcomes by product.
• Capital redirected from offerings failing continuation gates.
• Preserve over 90% of pivotal talent and ready successors for 70% of direct roles.
• Forecast integrity across product, customer, cash and workforce assumptions.

The person

You are a Chief Executive Officer, Business CEO or Group President with 28 or more years in software, cloud, platforms, IT services or technology-enabled business services. You have personally owned a whole-enterprise subscription transition involving capital, customers and leadership.

Your accountable P&L, book, budget or portfolio has been at least ₹1,200 crore, and you have led 450 or more people. You can show results sustained over two reporting periods.

You understand recurring economics, cloud reliability and portfolio choices. You can challenge familiar revenue, make difficult customer decisions and create followership while cash and reported growth move differently.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. The permanent Bengaluru role is hybrid; relocation is expected, although a structured weekly commute may be considered during the first quarter, and notice up to six months is acceptable.

Confidentiality

The company, predecessor, customers and product portfolio remain confidential. Identifying information follows reciprocal interest under an undertaking; all facts are composite.