EVP – Operations Transformation — Process-Manufacturing Network

The mandate

Customer and operating evidence now point to an operations reset after service and cost drift within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the process-manufacturing network during an automation investment cycle. For mandate 458, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Operations Transformation operating perimeter covers approximately ₹7,550 crore in manufacturing and commercial portfolio, with activity spanning several process-manufacturing network customer, product and delivery clusters rather than a single asset. The EVP – Operations Transformation Manufacturing remit carries direct influence over roughly 2,650 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a EVP – Operations Transformation who can convert ambiguity into a short list of explicit choices for the process-manufacturing network. The EVP – Operations Transformation Manufacturing seat must resolve an automation investment cycle, while preserving the underlying strengths of the process-manufacturing network. For mandate 458, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Operations Transformation’s first year on the process-manufacturing network is expected to end with stable delivery, structurally lower cost and accountable operating rhythms. In mandate 458, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The EVP – Operations Transformation — Process-Manufacturing Network requirement was not included in the approved hiring calendar. It became urgent after an automation investment cycle created an immediate need for one accountable owner of the process-manufacturing network. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the EVP – Operations Transformation value-creation thesis for the process-manufacturing network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹7,550 crore in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Operations Transformation Manufacturing organisation of about 2,650 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the process-manufacturing network economics and execution constraints created by an automation investment cycle, with EVP – Operations Transformation-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Operations Transformation operating review across commercial, customer, financial, people, technology and risk outcomes for the process-manufacturing network; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 458.
• Build the EVP – Operations Transformation’s three-year succession and capability plan for the process-manufacturing network, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the process-manufacturing network baseline, meet the 30 stakeholders most consequential to an operations reset after service and cost drift, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – Operations Transformation portfolio and organisation choices for the process-manufacturing network, 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 process-manufacturing network trend against stable delivery, structurally lower cost and accountable operating rhythms, 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 EVP – Operations Transformation’s agreed first-year process-manufacturing network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Operations Transformation forecast that remains decision-useful across three consecutive quarters and reconciles the process-manufacturing network’s operating, cash, customer and people assumptions.
• Closure of the EVP – Operations Transformation mandate’s highest-priority process-manufacturing network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical process-manufacturing network talent and ready-now successors for at least 70% of the EVP – Operations Transformation’s direct reports.
• A quantified EVP – Operations Transformation-owned improvement in the process-manufacturing network operating constraint behind an automation investment cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 458: 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 EVP Operations, COO or Transformation Director in a multinational-owned Manufacturing or adjacent enterprise. In relation to the process-manufacturing network, your EVP – Operations Transformation 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 EVP – Operations Transformation brief.

As a EVP – Operations Transformation candidate, you bring 18–22 years of progressive Manufacturing or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ₹4,400 crore and led an organisation of at least 1,850 people.

For mandate 458, the board wants two transitions: a difficult process-manufacturing network portfolio choice and a leadership-system change during an automation investment cycle. As the prospective EVP – Operations Transformation for this process-manufacturing network, you must challenge optimistic cases and still create followership. References for mandate 458 must distinguish your contribution from the institution around you.

The EVP – Operations Transformation 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 EVP Operations, COO or Transformation Director, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven EVP – Operations Transformation ownership of at least ₹4,400 crore and leadership of no fewer than 1,850 employees in a comparable process-manufacturing network context.
• One completed Manufacturing or adjacent-sector example of an operations reset after service and cost drift 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 EVP – Operations Transformation-level process-manufacturing network consequences will not meet the bar.
• Willingness to meet the Ahmedabad location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 458.

Compensation and terms

The anticipated EVP – Operations Transformation package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final process-manufacturing network scope and the candidate’s current mix. Any long-term participation for mandate 458 follows standard vesting and performance conditions. The EVP – Operations Transformation appointment in Ahmedabad, centred on the process-manufacturing network, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 458.

Confidentiality

This search is being conducted without naming the client for mandate 458. 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 458.