Joint Managing Director – Operations — Aftermarket And Services Unit

The mandate

A recent strategy review exposed succession into a split leadership model during a complex execution phase within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during an automation investment cycle. For mandate 462, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Joint Managing Director – Operations operating perimeter covers approximately ₹8,600 crore in manufacturing and commercial portfolio, with activity spanning several aftermarket and services unit customer, product and delivery clusters rather than a single asset. The Joint Managing Director – Operations Manufacturing remit carries direct influence over roughly 1,275 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Joint Managing Director – Operations who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The Joint Managing Director – Operations Manufacturing seat must resolve an automation investment cycle, while preserving the underlying strengths of the aftermarket and services unit. For mandate 462, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Joint Managing Director – Operations’s first year on the aftermarket and services unit is expected to end with delivery certainty, operating discipline and a credible succession bridge. In mandate 462, 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 Joint Managing Director – Operations — Aftermarket And Services Unit seat following an accelerated leadership transition. Interim accountability is in place for the aftermarket and services unit, but the board wants a permanent appointment within 6–8 weeks because an automation investment cycle 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 Joint Managing Director – Operations value-creation thesis for the aftermarket and services unit, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹8,600 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Joint Managing Director – Operations Manufacturing organisation of about 1,275 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the aftermarket and services unit economics and execution constraints created by an automation investment cycle, with Joint Managing Director – Operations-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Joint Managing Director – Operations operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Have led a country, division or operating entity with direct commercial, people and governance accountability in mandate 462.
• Build the Joint Managing Director – Operations’s three-year succession and capability plan for the aftermarket and services unit, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the aftermarket and services unit baseline, meet the 30 stakeholders most consequential to succession into a split leadership model during a complex execution phase, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Joint Managing Director – Operations portfolio and organisation choices for the aftermarket and services unit, 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 aftermarket and services unit trend against delivery certainty, operating discipline and a credible succession bridge, 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 Joint Managing Director – Operations’s agreed first-year aftermarket and services unit value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Joint Managing Director – Operations forecast that remains decision-useful across three consecutive quarters and reconciles the aftermarket and services unit’s operating, cash, customer and people assumptions.
• Closure of the Joint Managing Director – Operations mandate’s highest-priority aftermarket and services unit risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical aftermarket and services unit talent and ready-now successors for at least 70% of the Joint Managing Director – Operations’s direct reports.
• A quantified Joint Managing Director – Operations-owned improvement in the aftermarket and services unit operating constraint behind an automation investment cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 462: 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 Joint MD, COO, Executive Director or Business President in a multinational-owned Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your Joint Managing Director – Operations 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 Joint Managing Director – Operations brief.

As a Joint Managing Director – Operations 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 ₹5,000 crore and led an organisation of at least 900 people.

For mandate 462, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during an automation investment cycle. As the prospective Joint Managing Director – Operations for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 462 must distinguish your contribution from the institution around you.

The Joint Managing Director – Operations role in Manufacturing is based in Chennai; 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 Joint MD, COO, Executive Director or Business President, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Joint Managing Director – Operations ownership of at least ₹5,000 crore and leadership of no fewer than 900 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of succession into a split leadership model during a complex execution phase 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 Joint Managing Director – Operations-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Chennai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 462.

Compensation and terms

The anticipated Joint Managing Director – Operations package is ₹5.0–7.5 crore fixed + performance variable and LTI, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 462 follows standard vesting and performance conditions. The Joint Managing Director – Operations appointment in Chennai, centred on the aftermarket and services unit, 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 462.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 462. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 462.