Chief Executive Officer — Precision-Engineering Division

The mandate

The board has concluded that incremental adjustment will not resolve portfolio reset after a board-led strategic review within a listed multi-site industrial manufacturing group. The immediate arena is the precision-engineering division during a plant-productivity gap. For mandate 451, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Executive Officer operating perimeter covers approximately ₹7,050 crore in manufacturing and commercial portfolio, with activity spanning several precision-engineering division customer, product and delivery clusters rather than a single asset. The Chief Executive Officer Manufacturing remit carries direct influence over roughly 775 colleagues and third-party capacity.

The board and its investment committee want a Chief Executive Officer who can convert ambiguity into a short list of explicit choices for the precision-engineering division. The Chief Executive Officer Manufacturing seat must resolve a plant-productivity gap, while preserving the underlying strengths of the precision-engineering division. For mandate 451, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Executive Officer’s first year on the precision-engineering division is expected to end with enterprise value, cash conversion and leadership credibility. In mandate 451, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Chief Executive Officer — Precision-Engineering Division seat following an accelerated leadership transition. Interim accountability is in place for the precision-engineering division, but the board wants a permanent appointment within 6–8 weeks because a plant-productivity gap cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Chief Executive Officer value-creation thesis for the precision-engineering division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹7,050 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Executive Officer Manufacturing organisation of about 775 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the precision-engineering division economics and execution constraints created by a plant-productivity gap, with Chief Executive Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Executive Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the precision-engineering division; remove reconciliations that obscure accountability.
• Show personal ownership of a whole-enterprise choice involving capital, customers and leadership, not merely sponsorship of a functional programme in mandate 451.
• Build the Chief Executive Officer’s three-year succession and capability plan for the precision-engineering division, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the precision-engineering division baseline, meet the 30 stakeholders most consequential to portfolio reset after a board-led strategic review, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Executive Officer portfolio and organisation choices for the precision-engineering division, 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 precision-engineering division trend against enterprise value, cash conversion and leadership credibility, 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 Chief Executive Officer’s agreed first-year precision-engineering division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Executive Officer forecast that remains decision-useful across three consecutive quarters and reconciles the precision-engineering division’s operating, cash, customer and people assumptions.
• Closure of the Chief Executive Officer mandate’s highest-priority precision-engineering division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical precision-engineering division talent and ready-now successors for at least 70% of the Chief Executive Officer’s direct reports.
• A quantified Chief Executive Officer-owned improvement in the precision-engineering division operating constraint behind a plant-productivity gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 451: 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 Chief Executive Officer, Business CEO or Group President in a listed Manufacturing or adjacent enterprise. In relation to the precision-engineering division, your Chief Executive Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this Chief Executive Officer brief.

As a Chief Executive Officer candidate, you bring 28+ years of progressive Manufacturing or adjacent-sector experience, consistent with the 28-plus experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹4,100 crore and led an organisation of at least 550 people.

For mandate 451, the board wants two transitions: a difficult precision-engineering division portfolio choice and a leadership-system change during a plant-productivity gap. As the prospective Chief Executive Officer for this precision-engineering division, you must challenge optimistic cases and still create followership. References for mandate 451 must distinguish your contribution from the institution around you.

The Chief Executive Officer role in Manufacturing is based in Pune; 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 Chief Executive Officer, Business CEO or Group President, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Chief Executive Officer ownership of at least ₹4,100 crore and leadership of no fewer than 550 employees in a comparable precision-engineering division context.
• One completed Manufacturing or adjacent-sector example of portfolio reset after a board-led strategic review with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks Chief Executive Officer-level precision-engineering division consequences will not meet the bar.
• Willingness to meet the Pune location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 451.

Compensation and terms

The anticipated Chief Executive Officer package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final precision-engineering division scope and the candidate’s current mix. Any long-term participation for mandate 451 follows standard vesting and performance conditions. The Chief Executive Officer appointment in Pune, centred on the precision-engineering division, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 451.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 451. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 451.