Ecosystem Cash Management and Supply-Chain Banking — Strategic Adviser

The mandate

The product strategy committee repeatedly asks where ecosystem banking creates durable customer value rather than a collection of lightly used product tie-ups. The adviser will challenge cash-management and supply-chain growth choices by tracing transaction behaviour, partner incentives and bank capability. The purpose is a sharper strategic choice, not a general promise to introduce relationships or originate business.

Four days monthly support a strategy workshop, evidence review, committee meeting and preparation. Product committee attendance is included, and complete written questions receive initial advice within four business days. Mumbai is the meeting base; remote customer-pattern and partner-economics discussions are arranged through the sponsor, with sensitive relationship information restricted to authorised participants.

The engagement runs from 19 October 2026 until 18 July 2027. The product strategy chair decides renewal based on whether advice changed market sequencing, programme conditions or rejection decisions. Adding an international market, conducting legal diligence or running a live partner launch requires a new scoped agreement rather than unrestricted use of the retainer.

Ecosystem strategy advice conveys no line authority over banking teams and no executive responsibility for financing or customer commitments. Credit approval, pricing execution, customer relationships and partner contracting remain with management and authorised controls. Challenge notes will identify where strategy depends on unverified transaction or onboarding assumptions; the adviser cannot direct teams, promise financing or represent that a committee discussion constitutes product approval.

Concurrent non-competing advisory work is possible with reserved capacity. A competing bank product retainer, a financing-platform role or compensation from a prospective channel partner creates a conflict requiring disclosure. Referral commissions, sales targets and implementation revenue are excluded, ensuring the adviser can recommend deferral or rejection without a financial incentive to promote one ecosystem route.

What you will own

• Challenge ecosystem growth cases by distinguishing addressable counterparties from customers likely to adopt recurring cash-management or financing flows under the actual proposed service and pricing conditions.
• Probe partner incentives and customer economics together, identifying whether programme growth depends on temporary subsidies, unapproved financing assumptions or weak operational readiness.
• Test cash-management value propositions against customer workflow evidence, pressing sponsors to show why transaction activity would remain after onboarding assistance or promotional pricing ends.
• Shape supply-chain banking strategy questions around anchor dependency, participant adoption and retained risk gates, without taking credit or counterparty approval authority.
• Compare programme sequencing with available product and onboarding capability, recommending evidence-based hold points rather than treating signed partnerships as proof of commercial readiness.
• Review committee decisions for explicit assumptions and management responses, preserving residual uncertainties that should trigger reconsideration before programme expansion or renewed partner commitments.

Candidate qualifications

• Provide senior transaction-banking or ecosystem product experience with evidence of strategic choices influenced, not merely relationships introduced. Explain one programme whose reach looked promising but whose transaction economics were weak. Candidates must identify personal advisory contribution and the commercial or control authority retained by the sponsoring bank.
• Demonstrate cash-management, channel and supply-chain finance understanding sufficient to test customer adoption, partner incentives and operational risk gates. Supply a redacted case connecting actual flow behaviour to projected fee or balance value. Product knowledge must not be used to imply credit, regulatory or legal approval beyond the adviser's competence or scope.
• Show independent strategic challenge that survived disagreement, including advice to defer or reject a preferred opportunity. Explain what evidence was missing and how the committee recorded management's response. The assignment requires practical commercial judgement without sales commissions, deal origination or the ability to direct implementation as a substitute for persuasive analysis.
• Establish thirty years of relevant experience, disciplined confidentiality and a realistic four-day monthly commitment. Disclose bank, platform and channel-partner interests, particularly remuneration tied to programme adoption. Provide a vertical-level ecosystem decision in which customer cash flows, fee durability and operational dependencies changed the recommendation, preserving management's approval and the adviser's independent position.

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 14 October 2026. Mandate reference PCT-ADV-2026-IND-27.