Chief Technology Officer — Subscription-Mobility Portfolio

The mandate

Two subscription-mobility companies have combined complementary customer bases and incompatible technology. One platform is strong in flexible consumer contracts; the other manages enterprise fleets and vehicle operations. Both maintain customer identity, pricing, vehicle history, payments and service workflows differently. Early attempts to connect them have exposed duplicate customers, conflicting vehicle status and settlement discrepancies. The new CTO must create one technology direction while protecting live subscriptions and contractual truth.

Approximately 700 engineers, data specialists and partners sit within the perimeter. Product management remains paired with commercial leaders, but engineering architecture, delivery, security and platform reliability report to this executive. The CTO has authority to decide target services and leadership structure, subject to board approval for major capital and careful treatment of founders whose technical knowledge remains valuable.

Integration cannot be reduced to moving users onto the larger platform. Each estate contains capabilities worth preserving and liabilities that are not visible in application counts. The executive must make domain decisions based on customer journeys, data quality, operability and future proposition needs, then sequence migration so that billing, vehicle access and support remain trustworthy.

The merger also combines different release cultures. One organisation deploys frequently behind feature controls; the other follows slower, contract-governed releases because enterprise fleets require advance notice and acceptance. The CTO must create one assurance model that preserves appropriate contractual discipline without imposing the slowest process on every service. Evidence of risk, not legacy identity, should determine the release path.

Why this seat is open

The merger agreement deliberately left the future technology leadership open pending close. With integration defects now affecting customers, the board has created an urgent new CTO seat rather than choose between legacy leaders by default. Both current technology heads will support a fair assessment and interim service continuity; a permanent appointment is required within the present quarter.

What you will own

• Define target domains for identity, contract, pricing, vehicle, payment, support and telemetry, naming an authoritative record and accountable leader for each.
• Decide where one legacy capability wins, where services combine and where a new component is justified; document rejected alternatives.
• Stabilise integration defects immediately through reconciliation and monitoring while avoiding temporary interfaces that become permanent by neglect.
• Sequence customer and contract migrations by risk cohort, with consent, communication, rollback and financial-control evidence.
• Create one engineering organisation through transparent leadership selection, common levels, production ownership and retained specialist communities.
• Establish reliability objectives for signup, vehicle access, billing, renewal and roadside support.
• Strengthen secure software supply, privileged access and connected-vehicle interfaces during increased change volume.
• Govern integration investment against realised simplification, customer outcomes and retired run cost.

The first 12 months

Within 30 days, create a joint incident room for current reconciliation failures and protect customers from duplicated or incorrect charges. By day 90, provide the board with domain decisions, migration cohorts, engineering leadership recommendations and a realistic cost envelope. Independently sample customer, vehicle and payment records before trusting automated completeness reports.

By month six, complete the first low-risk migrations, operate unified observability for critical journeys and retire selected duplicated internal tools. Appoint the target engineering leadership and implement a common delivery and on-call model. High-risk enterprise contracts should migrate only after legal, finance and customer acceptance of transformed terms and records.

At the first anniversary, migrate at least 70% of active subscriptions without a material billing or access incident, reduce critical-journey failures by 40% and retire 30% of addressable duplicate run cost. Customer and vehicle records should reconcile above 99.5%, engineering regretted attrition should remain below 10%, and target services should meet documented recovery objectives in two independent tests.

What the board will measure

• Accuracy and continuity of customer contracts, payments and vehicle access through migration.
• Architectural decisions that reduce complexity without discarding differentiated capability.
• Integration value realised in run cost, delivery speed and incident reduction.
• Fair, decisive creation of one engineering organisation.
• Cyber and resilience control under elevated merger-change risk.
• Candour about migration readiness and willingness to pause when evidence fails.

The person

You have 22–28 years in technology and currently serve as CTO, engineering head or platform leader in mobility, subscription, rental, fintech or another high-transaction connected service. You have integrated platforms after a merger and personally owned customer consequences during migration. The board does not require allegiance to a particular architecture; it requires evidence-led judgement and operational humility.

Your record should cover at least 500 engineers and a platform processing more than ₹2,500 crore of annual contracts or transactions. You can show how you selected leaders from legacy organisations, settled data ownership and removed technology cost that finance later verified. References will address whether you surfaced defects early and treated founders and departing colleagues fairly.

The position is onsite in Mumbai and reports to the Group Chief Executive or designated sponsor, with regular board integration review.

Compensation and terms

The expected package is ₹3.2–4.6 crore fixed plus annual variable and long-term incentive tied to safe migration, reliability, simplification, synergy and leadership. This permanent Mumbai appointment is onsite and reports to the Group Chief Executive or designated executive sponsor. Urgency will not dilute assessment; notice up to six months may be considered with credible transition planning.

Confidentiality

Both legacy businesses, investors, architecture and integration defects remain confidential. Technical materials follow mutual fit, conflict review and a signed undertaking. Figures and circumstances are intentionally composite. Applicants may not probe employees, customers, suppliers or market contacts to identify the transaction.