VIKRAM SOLAR LIMITED

Vice President – Business Transformation

CompanyVikram Solar LimitedPosition TitleVice President – Business TransformationReports ToChief Executive Officer, Vikram Solar LimitedDirect ReportsNone at inception – role operates through cross-functional influence; may build a small transformation/PMO team as scope maturesLocationDelhi or Kolkata, with regular travel to Delhi, Kolkata, Chennai, and Gangaikondan, and to customer locations across IndiaScopePan-India — spanning Sales (Key Accounts, Mid-Market, Distribution), Supply Chain, Manufacturing, Technical, Legal, and Customer ServiceFunctionBusiness Transformation, Sales Operations & Cross-Functional DeliveryRole Purpose

Vikram Solar is scaling from a module specialist into a fully integrated solar manufacturer – with new cell and wafer capacity, an evolving go-to-market structure, and rising customer expectations on delivery. This is a newly created, high-visibility role reporting directly to the CEO, accountable for ensuring that what Sales commits to a customer is what the company actually delivers: on time, on the terms agreed, and to specification. The VP – Business Transformation operates across Sales, Supply Chain, Manufacturing, Technical, Legal, and Customer Service, building the mechanisms, discipline, and cross-functional alignment the business needs to scale reliably – working through influence and process design rather than formal line authority.

Core Ownership Areas

Ownership AreaFunctions InvolvedVP’s FocusSales Structure AdoptionKey Accounts, Mid-Market, DistributionEmbedding the redesigned three-tier sales structure into daily practice; resolving friction as the organization scales into itDelivery &

- OTIFSales, Supply Chain, Manufacturing, LogisticsCross-functional on-time-in-full delivery mechanism, ensuring customer commitments are deliverableCommercial ContractingLegal &
- Contracts, SalesStreamlined drafting, negotiation, and turnaround of MSAs and framework agreementsTechnical &
- Warranty IntegrityTechnical, SalesEnsuring technical and warranty commitments in sales agreements are ones the business can stand behindCustomer Health &
- ServiceCustomer Service, SalesClosing the loop on complaints and service commitments; building a customer health scorecard and dashboardPricing DisciplineSales, Business StrategyDesigning and driving a pricing framework and process for consistent,



disciplined deal pricingOrganizational ReadinessHRIdentifying talent gaps that need to be closed for the transformation to succeed, and partnering with HR to close themKey Responsibilities

1. Delivery & Cross-Functional Operations

- Build and run a cross-functional on-time-in-full (OTIF) delivery mechanism spanning Sales, Supply Chain, Manufacturing, and Logistics.
- Identify and resolve systemic points of friction between commitment (Sales) and fulfilment (Operations), escalating unresolved issues directly to the CEO.
- Institutionalize a cadence of cross-functional reviews to track delivery performance against customer commitments.

2. Sales Structure & Governance

- Embed VSL’s redesigned three-tier sales structure (Key Accounts, Mid-Market, Distribution) into daily practice.
- Work with the sales leadership to resolve structural and process friction as the organization scales into the new model.
- Ensure transparent ownership and hand-off protocols exist between the three sales tiers.

3. Commercial Contracting & Legal Interface

- Streamline how customer agreements – MSAs and framework agreements – are drafted, negotiated, and turned around, partnering closely with Legal and Contracts.
- Reduce cycle time and inconsistency in contracting without compromising the company’s commercial or legal position.

4. Technical, Warranty & Customer Service Alignment

- Ensure technical and warranty commitments made in sales agreements are ones the business can consistently stand behind.
- Close the loop between Sales and Customer Service so that complaints and service commitments do not fall through the cracks.

5. Pricing Framework

- Design and drive the pricing framework and process, working with Sales and Business Strategy to bring discipline and consistency to how deals are priced.
- Define pricing and discount governance that balances commercial competitiveness with margin discipline.

6. Customer Health & Reporting

- Develop a customer health scorecard that tracks current and future-state relationship strength, so account risk and opportunity are visible before they become a crisis.




- Build and run a single dashboard on customer health for CEO and leadership-level visibility.

7. Talent & Organizational Readiness

- Identify talent gaps that need to be filled for the transformation to succeed, and work with HR to close them.
- Act as an internal advocate for the capability-building needed to sustain the transformation beyond the initial build phase.

Key Result Areas (KRAs) & Metrics KRAKey Metrics / KPIsDelivery ReliabilityOTIF % across Sales, Supply Chain, Manufacturing, and Logistics; reduction in delivery escalationsContracting TurnaroundCycle time for MSA / framework agreement drafting, negotiation, and sign-off vs. baselinePricing DisciplineAdoption of the pricing framework across the sales organization; discount governance complianceCustomer HealthScorecard and dashboard accuracy, adoption, and executive usage; early-warning hit rate on at-risk accountsStructural AdoptionEmbedding of the three-tier sales structure into operating practice; reduction in structure-related escalationsOrganizational ReadinessProgress against identified talent/capability gaps closed in partnership with HRCandidate Profile

Experience

- 8–12 years leading transformation, strategy execution, or cross-functional programs, ideally with exposure to both the commercial/sales side and the operations/supply chain side of a business.
- Demonstrated ability to get things done through influence and process design, rather than formal authority over the teams involved.
- Experience working directly with, or reporting to, C-suite leadership on unresolved cross-functional issues.
- Prior experience in manufacturing, renewable energy, or a comparable B2B, project-driven business is an advantage.

Education

- Bachelor’s degree in Engineering, Business, or a related discipline; MBA or equivalent PG preferred.

Key Competencies

- Sharp analytically – comfortable owning a dashboard and defending the numbers, not just narrating a status update.
- Direct, precise communicator, comfortable reporting straight to the CEO on unresolved issues.
- Strong stakeholder management across Sales, Supply Chain, Manufacturing, Technical, Legal, and Customer Service.
- Structured problem-solver, able to design and institutionalize processes in a fast-scaling, increasingly complex organization.
- High ownership and resilience, with the ability to operate independently in a newly created, cross-functional role.

📌 Vice President- Business Transformation, CEO's Office (Kolkata)
🏢 Vikram Solar
📍 Kolkata