Vice President — Electric Mobility Business Finance and Service Economics

The mandate

The electric-mobility business is adding product variants and customer propositions while its finance reviews still focus heavily on initial vehicle contribution. The vice president will own the commercial financial view across purchase, delivery and after-sales support. The seat must reveal how channel incentives, customer offers, warranty assumptions and service intensity affect a variant's economics over time. Engineering and service leaders provide technical assumptions and operating evidence; finance connects those inputs to the approved plan and cash consequences. An apparently profitable launch should not escape challenge because costs emerge in a different organisational budget after the initial sale.

The appointment offers open-ended employment, with the first eighteen months directed toward variant economics, service-cost visibility and commercial investment discipline. Twenty-three finance professionals will work across product, sales and after-sales functions. Analysis should distinguish mature vehicle populations from recent launches, avoid spreading an exceptional service issue indiscriminately across all variants and show when data remains insufficient for a confident estimate. Finance also needs to compare offers on a consistent basis, separating the customer's price benefit from financing support, channel expenditure and deferred obligations that move cash or cost into later periods.

The vice president approves financial assumptions and commercial concurrence within delegation, recommends pricing and incentive changes, and brings significant product investment choices to the CFO-led executive forum. Engineering owns design decisions, service operations owns execution and controllers approve accounting treatment for provisions. Material capital, strategic pricing exceptions and risk appetite require the appropriate executive or board approval. The finance leader must be willing to question a technical estimate's financial sensitivity without claiming authority to judge product safety or reliability. Uncertainty should be visible in the recommendation rather than neutralised by a single reassuring average.

Bengaluru is the hybrid base, with scheduled domestic market and service-centre visits. The recurring responsibility is to make commercial trade-offs understandable before campaigns or product commitments lock them in. Success includes a team capable of tracing variant profitability to actual operating evidence, better timing of financial challenge and clear accountability for service-related assumptions. The continuing agenda will evolve with the product portfolio; this is not a temporary launch review or a warranty accounting assignment. It is senior business-finance ownership of the economic relationship between customer growth, operating support and cash.

What you will own

• Establish variant-level commercial economics that connect sale contribution with channel, offer and after-sales costs, preserving the distinction between observed service experience and assumptions for vehicle populations that have not yet matured.
• Set financial concurrence for customer propositions and incentives within delegation, showing the cash and deferred-cost implications before an attractive acquisition offer is treated as a sustainable commercial advantage.
• Challenge warranty and service assumptions through evidence supplied by engineering, operations and controllers, documenting sensitivity and unresolved uncertainty while preserving their authority over technical judgement and accounting treatment.
• Recommend product and market resource choices to the executive finance forum, comparing commercial alternatives on consistent assumptions rather than using blended portfolio averages to justify every proposed expansion.
• Lead twenty-three finance partners through product and service reviews, developing analysts who can reconcile their models to operating evidence and explain why a recent launch differs from a mature variant.
• Govern recurring mobility performance and cash narratives for the CFO, assigning accountable owners to material economic changes and ensuring corrective recommendations specify decisions instead of relying on generic cost-reduction expectations.

Candidate qualifications

• Demonstrate senior business-finance leadership in electric mobility, consumer technology or retail products with material after-sales obligations. Describe a product or customer proposition whose economics changed after you incorporated support, warranty or channel costs. Show the evidence used, the assumptions supplied by operational specialists and the commercial decision you personally influenced or owned, rather than presenting a gross-margin improvement without its underlying drivers.
• Hold a Chartered Accountancy qualification and show command of P&L planning, cash flow and commercial performance management at senior-director or equivalent scope. You must connect product analysis to financial records, recognise when a provision question belongs to controllership and distinguish a pricing decision from an accounting estimate. Business-excellence assessment experience is helpful when it sharpens operating diagnosis and practical follow-through.
• Evidence leadership across product, commercial and service-finance teams where ownership of assumptions was disputed. Explain how you challenged an optimistic operational input, retained constructive working relationships and brought the unresolved exposure to the proper decision forum. We need sufficient confidence to recommend a staged or narrower commitment without pretending that finance can independently certify technical product performance.
• Show analytical judgement with immature or uneven data, including the way you separated exceptional service events, cohort ageing and genuine recurring cost. Strong candidates communicate uncertainty to executives without either disguising it or making every decision impossible. They develop teams that can revise a recommendation when evidence changes and protect sensitive customer and product information during external reporting or market reviews.

Application

Applications for this mandate are received in one way only: through the India Board Terminal's application process. It is automated end to end. Your Executive Passport travels to the mandate holder in its confidential form, your answers to the three questions below are read before anything else in your file, and every stage that follows is recorded on your applications page.

There is no address to write to and no intermediary to call. The mandate holder reads what the Terminal delivers and nothing else, which is what keeps the process the same for every applicant and keeps your name out of it until you release it. Applications close on 9 October 2026. Mandate reference CVU-PER-2026-IND-042.