Managing Director – India Platform — Digital Bank

The mandate

An institutionally backed bank must combine India digital businesses that grew under separate propositions, platforms, controls and leadership. The board needs one country executive to settle the model while protecting current service and regulatory commitments.

The Managing Director – India Platform will steward approximately ₹87,050 crore in loans and deposits and lead about 1,300 employees and material partners. The remit spans country P&L, proposition, distribution, product, operations, technology priorities, risk acceptance, people and regulators. It reports to the Group Chief Executive and board.

The integration should begin with customer and economic choices. The MD will decide which segments and products create defensible value, which capabilities should be common and where legal or market differences require separation. A unified brand or reporting line without common decision rights will not count.

Remediation must enter ordinary management. Customer, credit, data, technology and operational actions need first-line owners, sustainable evidence and clear escalation. Growth capital should be released only when control, capacity and economics support it.

Platform choices require discipline. Running several cores, onboarding journeys or data definitions carries permanent cost, but forced convergence can create migration risk. The MD will set target states, interim boundaries and retirement gates, making investment and downside visible.

One country plan must also reconcile leadership. Duplicated executive roles, talent retention and succession need evidence-led decisions. Regulators and employees should see accountable local authority, not negotiation among inherited businesses.

Customer migration requires a deliberately sequenced promise. Existing customers may hold products, mandates or service expectations that do not fit the target model. The MD will decide which arrangements migrate, remain in managed run-off or require direct renegotiation, with conduct review and clear residual ownership. Data consent, identity and credit history must survive legal-entity and platform change without creating duplicate profiles or inappropriate access. Deposit behaviour and funding value will be analysed alongside lending economics so integration does not destabilise liquidity. The country plan should also cover partner contracts, property, vendor concentration and operational resilience; savings count only after obligations and contingency capacity genuinely end. Management information must reconcile former businesses to a common cohort, customer and product basis while retaining sufficient history to explain performance. The MD will establish an executive operating rhythm that combines commercial, customer, financial, people, technology and risk evidence. Where results differ, the discussion must end in an accountable choice rather than another reconciliation exercise.

Why this seat is open

This urgent replacement follows an accelerated transition. Interim accountability cannot lead remediation and integration indefinitely, so a six-to-eight-week appointment process is planned. Confidentiality protects customers, employees and the predecessor.

What you will own

• Set one country strategy, P&L, capital plan and governance model.
• Steward ₹87,050 crore of loans, deposits, risk acceptance and forecasts.
• Integrate propositions, platforms, operations and data with explicit exceptions.
• Complete supervisory remediation under sustainable first-line ownership.
• Decide leadership roles, succession and critical-talent protections.
• Govern migration, service continuity and legacy retirement.
• Lead 1,300 employees and partners with clear country accountability.
• Represent the platform to the board, supervisors and strategic partners.

The first 12 months

In the first 90 days, reconcile business economics, commitments, platforms, remediation and leadership. Meet the 30 stakeholders most consequential to integration, including customers represented through evidence, supervisors, business heads, engineers and partners. Stabilise severe issues, assess executives and agree board gates for capital and migration.

Months four to nine should settle target propositions, operating boundaries and appointments. Close or time-limit unsupported differences, fill leadership gaps and deliver the first measurable release of cash, capacity or customer value. Remediation fixes should move from programme reports to ordinary operating evidence.

By year end, one country plan, integrated governance and profitable scale should show repeatable progress. Delivery must remain within 10% of baseline and forecasts should reconcile book, cash, customer and people assumptions for three quarters. Priority risks require independent closure proof; severe escalations cannot remain unresolved beyond 30 days.

What the board will measure

• Risk-adjusted growth and contribution under the combined country plan.
• Remediation closure and recurrence across integrated journeys.
• Platforms, processes and leadership duplication removed safely.
• Regulatory, customer and employee confidence through transition.
• Keep regretted loss among pivotal country talent below one in ten and establish immediate succession across seven in ten direct-report roles.
• Quantified improvement in integrated governance with named data ownership.

The person

You are a Country MD, Digital Bank CEO or substantial banking general manager with 28 or more years in regulated financial services. You have combined businesses while managing supervisory scrutiny and customer continuity.

Your accountable P&L, book, budget or portfolio has been at least ₹50,500 crore, and you have led 900 or more people. You can evidence an integration whose financial, control and leadership outcomes held for two reporting periods.

You can distinguish genuine local value from institutional attachment, challenge optimistic migration cases and maintain trust with regulators while making difficult appointments.

Compensation and terms

Fixed compensation is ₹5.0–7.5 crore plus performance variable and LTI. The permanent Mumbai role follows a hybrid pattern and can accommodate notice up to six months.

Confidentiality

The bank, businesses and remediation will be named only after mutual confidentiality. Composite facts prevent identification.