SVP – Digital Platforms — Electric-Mobility Platform

The mandate

The company is narrowing its electric-mobility footprint to city clusters where fleet density and charging access can support dependable service. Its digital estate, however, still reflects an expansion era. Separate applications schedule vehicles, monitor batteries, manage charge points, support drivers and invoice enterprise customers. City teams have built workarounds around weak integrations, producing conflicting asset status and slow recovery when a vehicle or charger fails. Rationalising cities creates an opportunity to rebuild the platform around the retained network rather than migrate every legacy exception.

The SVP will lead about 350 employees and material partners across platform engineering, architecture, reliability, cyber engineering and product operations. Hardware firmware and vehicle engineering sit elsewhere, but interfaces and operational telemetry belong within the remit. The executive must create dependable domain boundaries, retire redundant systems and keep live mobility services running during consolidation.

This is not a mandate for a fashionable rewrite. The board wants fewer failure modes, faster asset recovery and materially lower run cost. Replacement choices should reflect the value of data continuity, safe rollback and front-line usability. A monolith broken into poorly owned services would be failure under a different name.

Why this seat is open

The incumbent will leave after completing a planned service transition and has committed to document key vendor and architecture decisions. City-portfolio rationalisation changes the next leader's priorities from rapid feature expansion to consolidation and reliability. The board is running a planned replacement so that knowledge can transfer before major retirements begin and employees receive a coherent succession message.

What you will own

• Establish the target architecture for fleet, battery, charger, driver and customer domains, including authoritative data sources and explicit service ownership.
• Identify which city-specific applications must be retained temporarily, absorbed, replaced or retired; migration plans must include data, users and operational fallback.
• Create reliability objectives tied to dispatch, charging and enterprise billing rather than generic infrastructure uptime.
• Improve incident command across software, devices and field operations, preserving evidence and communicating accurately to affected customers and drivers.
• Reduce vendor and cloud complexity through transparent make, buy and exit decisions, avoiding renewals that pre-empt architecture choices.
• Build secure device identity, privileged-access and software-release controls appropriate for connected vehicles and distributed charging assets.
• Give engineers production ownership with on-call support, post-incident learning and capacity to remove recurring defects.
• Develop leaders for platform, site reliability and architecture so critical knowledge no longer sits with a few long-tenured individuals.

The first 12 months

The first 90 days should deliver a service map from customer promise to vehicle and charger event, a reliability baseline for the top ten journeys and a catalogue of city-specific dependencies. Review the last 20 material incidents with operators, not just engineering teams. Freeze no system merely because it is old; freeze only changes whose risk exceeds their near-term value. Agree retirement principles and a protected knowledge-transfer plan with the incumbent.

By month six, assign accountable owners to every critical service, implement common observability across the highest-volume cities and start two retirements with tested rollback. Consolidate incident command and expose recovery measures in the operations review. Renegotiate vendor commitments that block the target architecture, and protect essential data from cities leaving the direct footprint.

At month twelve, cut severity-one incidents by 40%, improve mean restoration time by 50% and achieve 99.95% availability for dispatch and charging-authorisation journeys. Retire at least 25% of redundant applications, lower addressable platform run cost by 15%, and reconcile 98% of vehicle and charge-point status events to authoritative records. No migration should cause an unplanned customer outage exceeding agreed tolerance.

What the board will measure

• Reliability of economically critical journeys, including field recovery where software status and physical asset condition diverge.
• Reduction of application and vendor complexity with evidenced run-cost benefits.
• Migration quality measured through data completeness, rollback readiness and front-line adoption.
• Cyber and access-control closure for connected assets, independently tested after remediation.
• Engineering accountability for production outcomes and honest learning after incidents.
• Succession and retention in critical technical roles through a period that removes familiar systems and responsibilities.

The person

You are a senior platform, technology or engineering executive with 18–22 years of experience in a digital-and-physical network. Mobility, charging, telecom, logistics automation, industrial internet or large field-service platforms are relevant. You have consolidated technology after geographic or portfolio change and can identify when coexistence is safer than immediate migration.

Candidates should have led at least 250 engineers and partners and controlled a technology portfolio supporting more than ₹1,500 crore of transactions or deployed assets. You can discuss operational error budgets, device data and vendor economics with equal specificity. The assessment will distinguish systems you personally retired from programmes where you merely approved slides.

The role is onsite in Hyderabad and includes travel to engineering and operating locations. The successor will have structured access to the incumbent, but must establish independent judgement rather than inherit undocumented preferences.

Compensation and terms

The remuneration range is ₹2.2–3.0 crore fixed plus variable linked to service reliability, safe retirement, cost and technical leadership. The permanent position is onsite in Hyderabad and reports to the Group Chief Executive or named executive sponsor. A structured incumbent handover is planned. Notice periods up to six months will be assessed against the migration calendar.

Confidentiality

Architecture, vendor, incident and city-exit details will be available only after reciprocal assessment, conflict clearance and written confidentiality. Scale indicators are deliberately rounded and combinations altered to prevent company identification. Applicants must not seek insider confirmation from technology suppliers, employees or mobility partners.