EVP – Strategy and Portfolio — Subscription-Mobility Portfolio

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 technology-enabled mobility and transport platform. The immediate arena is the subscription-mobility portfolio during a driver-partner trust gap. For mandate 406, 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 ₹5,200 crore in gross bookings and fleet portfolio, with activity spanning several subscription-mobility portfolio customer, product and delivery clusters rather than a single asset. The EVP – Strategy and Portfolio Mobility remit carries direct influence over roughly 1,125 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 subscription-mobility portfolio. The EVP – Strategy and Portfolio Mobility seat must resolve a driver-partner trust gap, while preserving the underlying strengths of the subscription-mobility portfolio. For mandate 406, 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 subscription-mobility portfolio is expected to end with decisive capital allocation and a sequenced growth agenda. In mandate 406, 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 EVP – Strategy and Portfolio — Subscription-Mobility Portfolio seat, established because a driver-partner trust gap now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the subscription-mobility portfolio, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – Strategy and Portfolio value-creation thesis for the subscription-mobility portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹5,200 crore in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Strategy and Portfolio Mobility organisation of about 1,125 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the subscription-mobility portfolio economics and execution constraints created by a driver-partner trust gap, 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 subscription-mobility portfolio; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 406.
• Build the EVP – Strategy and Portfolio’s three-year succession and capability plan for the subscription-mobility portfolio, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the subscription-mobility portfolio 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 subscription-mobility portfolio, 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 subscription-mobility portfolio 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 subscription-mobility portfolio 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 subscription-mobility portfolio’s operating, cash, customer and people assumptions.
• Closure of the EVP – Strategy and Portfolio mandate’s highest-priority subscription-mobility portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical subscription-mobility portfolio 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 subscription-mobility portfolio operating constraint behind a driver-partner trust gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 406: 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 Mobility or adjacent enterprise. In relation to the subscription-mobility portfolio, 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 mobility, logistics, automotive, travel technology or consumer platforms 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 Mobility 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 ₹3,000 crore and led an organisation of at least 800 people.

For mandate 406, the board wants two transitions: a difficult subscription-mobility portfolio portfolio choice and a leadership-system change during a driver-partner trust gap. As the prospective EVP – Strategy and Portfolio for this subscription-mobility portfolio, you must challenge optimistic cases and still create followership. References for mandate 406 must distinguish your contribution from the institution around you.

The EVP – Strategy and Portfolio role in Mobility is based in Bengaluru; 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 Mobility governance forum.
• Proven EVP – Strategy and Portfolio ownership of at least ₹3,000 crore and leadership of no fewer than 800 employees in a comparable subscription-mobility portfolio context.
• One completed Mobility 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 mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks EVP – Strategy and Portfolio-level subscription-mobility portfolio consequences will not meet the bar.
• Willingness to meet the Bengaluru location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 406.

Compensation and terms

The anticipated EVP – Strategy and Portfolio package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final subscription-mobility portfolio scope and the candidate’s current mix. Any long-term participation for mandate 406 follows standard vesting and performance conditions. The EVP – Strategy and Portfolio appointment in Bengaluru, centred on the subscription-mobility portfolio, 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 406.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 406. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 406.