Field Digital Adoption Leadership — Interim

The mandate

A six-month cover is needed for a hands-on transformation lead who can distinguish missing capability, poor incentives and genuine process incompatibility without blaming every usage gap on resistance. Tools remain available, but a successful login is being treated as successful transformation even when frontline teams still make decisions outside the workflow. The role exists to establish an accountable adoption rhythm and transfer field adoption responsibility into normal business supervision.

Start is expected on 19 October 2026. The permanent programme-lead search will run alongside the assignment; the interim will work five days weekly, combining Mumbai working sessions with pre-agreed field visits. The first month must produce a defensible adoption baseline that separates eligible users, meaningful transactions and exceptions rather than averaging together groups whose operating days look different.

Handover means field managers can explain which behaviours matter, supervisors can inspect workflow quality without a special reporting exercise, and persistent workarounds have either an approved exception or a dated remediation owner. The successor must run two consecutive review cycles without dependence on the interim's interpretation. A training attendance sheet or rising app traffic will not satisfy that exit test.

The role may set deployment readiness criteria, change the sequence of approved training activity and allocate existing change capacity. Product investment, permanent hiring and alterations to distributor commercial terms require the transformation director's written approval. The lead can stop a local rollout where evidence shows it would damage service continuity, but must document the reason and the restart test within one working day.

Replacing the technology architecture, renegotiating channel agreements and redesigning the entire sales incentive scheme are outside the assignment. Access to process owners, anonymised usage records and nominated field representatives will be provided. The intervention should leave a reusable management discipline rather than another dashboard that becomes unusable when its author leaves.

What you will own

• Establish a field-use baseline by tracing representative transactions from first entry to business action, recording off-system steps and testing whether the designated user actually controls the decision.
• Decide which adoption barriers require training, workflow correction or management escalation, with an evidence register that prevents every exception becoming an uncosted product request.
• Set readiness gates for the next field waves, using supervisor capability, support availability and recoverability as prerequisites rather than a calendar date alone.
• Reassign existing change-lead capacity to the territories with the greatest operational exposure, explaining the service consequence of leaving each competing request untreated.
• Introduce a weekly supervisor review that samples transaction quality and distinguishes inactivity caused by absence of demand from inactivity caused by rejected processes.
• Resolve approved process exceptions within delegated scope, preserving a visible record of who can use an alternative route and when that permission expires.
• Transfer the adoption operating pack, escalation map and unresolved-risk register to the successor, then observe two reviews before recommending formal closure.

Candidate qualifications

• Show direct involvement in a digital change programme where the hardest problem was business use rather than system availability. Explain the baseline, the behaviour selected for change, the frontline evidence gathered and what remained unresolved. A presentation about transformation ambition will not substitute for proof that an operating team changed how it worked.
• Demonstrate practical understanding of FMCG commercial or distribution workflows, including the tension between speed, field discretion and reliable data capture. Candidates should be able to challenge a proposed workflow using a real operating example without claiming architecture or statutory authority that belongs elsewhere.
• Provide an adoption intervention that survived after the original programme team withdrew. Describe how supervisors were equipped to inspect quality, how exceptions were governed and how the intervention avoided penalising users for conditions outside their control.
• Evidence leadership through delegated programme authority: prioritising scarce change capacity, negotiating with product and commercial owners, and making a stop-or-proceed recommendation under pressure. The assignment requires a credible transformation lead, not assumed enterprise CIO experience or a technology-development credential unsupported by the candidate's record. Explain how local exceptions were documented and reviewed after the initial rollout.

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 7 October 2026. Mandate reference PCT-INT-2026-IND-01.