Chief Technology Officer — Aftermarket And Services Unit

The mandate

Customer and operating evidence now point to a technology architecture decision that will determine the next growth phase within a privately held multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a global sourcing redesign. For mandate 468, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Technology Officer operating perimeter covers approximately ₹7,450 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 Chief Technology Officer Manufacturing remit carries direct influence over roughly 2,050 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Chief Technology Officer who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The Chief Technology Officer Manufacturing seat must resolve a global sourcing redesign, while preserving the underlying strengths of the aftermarket and services unit. For mandate 468, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Technology Officer’s first year on the aftermarket and services unit is expected to end with engineering velocity, reliability and a funded target architecture. In mandate 468, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Chief Technology Officer — Aftermarket And Services Unit seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the aftermarket and services unit remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Chief Technology Officer 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 ₹7,450 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Technology Officer Manufacturing organisation of about 2,050 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 a global sourcing redesign, with Chief Technology Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Technology Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Have made consequential architecture and engineering trade-offs while scaling release throughput and reliability in mandate 468.
• Build the Chief Technology Officer’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 a technology architecture decision that will determine the next growth 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 Chief Technology Officer 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 engineering velocity, reliability and a funded target architecture, 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 Chief Technology Officer’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 Chief Technology Officer 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 Chief Technology Officer 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 Chief Technology Officer’s direct reports.
• A quantified Chief Technology Officer-owned improvement in the aftermarket and services unit operating constraint behind a global sourcing redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 468: 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 CTO, VP Engineering or Chief Architect in a privately held Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your Chief Technology Officer 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 Chief Technology Officer brief.

As a Chief Technology Officer candidate, you bring 22–28 years of progressive Manufacturing or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹4,300 crore and led an organisation of at least 1,425 people.

For mandate 468, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a global sourcing redesign. As the prospective Chief Technology Officer for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 468 must distinguish your contribution from the institution around you.

The Chief Technology Officer role in Manufacturing is based in Ahmedabad; 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 CTO, VP Engineering or Chief Architect, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Chief Technology Officer ownership of at least ₹4,300 crore and leadership of no fewer than 1,425 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of a technology architecture decision that will determine the next growth 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 Chief Technology Officer-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Ahmedabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 468.

Compensation and terms

The anticipated Chief Technology Officer package is ₹3.2–4.6 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 468 follows standard vesting and performance conditions. The Chief Technology Officer appointment in Ahmedabad, 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 468.

Confidentiality

This search is being conducted without naming the client for mandate 468. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 468.