SVP – Commercial Growth — Upstream Portfolio

The mandate

The investment committee has withheld further expansion pending clarity on slowing growth in priority customer segments within a institutionally backed integrated energy producer and services platform. The immediate arena is the upstream portfolio during an asset-integrity programme. For mandate 357, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Commercial Growth operating perimeter covers approximately ₹42,100 crore in operated asset and trading portfolio, with activity spanning several upstream portfolio customer, product and delivery clusters rather than a single asset. The SVP – Commercial Growth Oil & Energy remit carries direct influence over roughly 1,025 colleagues and third-party capacity.

The board and its investment committee want a SVP – Commercial Growth who can convert ambiguity into a short list of explicit choices for the upstream portfolio. The SVP – Commercial Growth Oil & Energy seat must resolve an asset-integrity programme, while preserving the underlying strengths of the upstream portfolio. For mandate 357, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Commercial Growth’s first year on the upstream portfolio is expected to end with quality revenue, pricing discipline and a repeatable commercial engine. In mandate 357, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The SVP – Commercial Growth — Upstream Portfolio requirement was not included in the approved hiring calendar. It became urgent after an asset-integrity programme created an immediate need for one accountable owner of the upstream portfolio. 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 SVP – Commercial Growth value-creation thesis for the upstream portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ₹42,100 crore in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Commercial Growth Oil & Energy organisation of about 1,025 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the upstream portfolio economics and execution constraints created by an asset-integrity programme, with SVP – Commercial Growth-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Commercial Growth operating review across commercial, customer, financial, people, technology and risk outcomes for the upstream portfolio; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 357.
• Build the SVP – Commercial Growth’s three-year succession and capability plan for the upstream portfolio, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the upstream portfolio baseline, meet the 30 stakeholders most consequential to slowing growth in priority customer segments, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Commercial Growth portfolio and organisation choices for the upstream portfolio, 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 upstream portfolio trend against quality revenue, pricing discipline and a repeatable commercial engine, 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 SVP – Commercial Growth’s agreed first-year upstream portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Commercial Growth forecast that remains decision-useful across three consecutive quarters and reconciles the upstream portfolio’s operating, cash, customer and people assumptions.
• Closure of the SVP – Commercial Growth mandate’s highest-priority upstream portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical upstream portfolio talent and ready-now successors for at least 70% of the SVP – Commercial Growth’s direct reports.
• A quantified SVP – Commercial Growth-owned improvement in the upstream portfolio operating constraint behind an asset-integrity programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 357: 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 SVP Sales, Commercial Director or Business Unit Head in a institutionally backed Oil & Energy or adjacent enterprise. In relation to the upstream portfolio, your SVP – Commercial Growth track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this SVP – Commercial Growth brief.

As a SVP – Commercial Growth candidate, you bring 22–28 years of progressive Oil & Energy 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 ₹24,400 crore and led an organisation of at least 725 people.

For mandate 357, the board wants two transitions: a difficult upstream portfolio portfolio choice and a leadership-system change during an asset-integrity programme. As the prospective SVP – Commercial Growth for this upstream portfolio, you must challenge optimistic cases and still create followership. References for mandate 357 must distinguish your contribution from the institution around you.

The SVP – Commercial Growth role in Oil & Energy is based in New Delhi; 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 SVP Sales, Commercial Director or Business Unit Head, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven SVP – Commercial Growth ownership of at least ₹24,400 crore and leadership of no fewer than 725 employees in a comparable upstream portfolio context.
• One completed Oil & Energy or adjacent-sector example of slowing growth in priority customer segments with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks SVP – Commercial Growth-level upstream portfolio consequences will not meet the bar.
• Willingness to meet the New Delhi location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 357.

Compensation and terms

The anticipated SVP – Commercial Growth package is ₹2.2–3.0 crore fixed + performance variable, calibrated to the final upstream portfolio scope and the candidate’s current mix. Any long-term participation for mandate 357 follows standard vesting and performance conditions. The SVP – Commercial Growth appointment in New Delhi, centred on the upstream portfolio, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 357.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 357. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 357.