The mandateThree engineering sites are being consolidated into a Hyderabad centre with deeper testing, embedded-systems and platform capability than any predecessor location possessed alone. The physical and organisational move is funded; the future demand is not. Existing business sponsors have committed their current workloads, but additional capacity will come online as duplicate laboratories, vendor contracts and management layers are removed. The parent wants that capacity aimed at high-value global programmes, not filled indiscriminately with work that happens to be available.

The new SVP – Commercial Growth will create the demand strategy for a centre of approximately 1,350 employees and partners. Although this is an internal multinational network, the role carries genuine commercial accountability: originating propositions with global product groups, shaping scope, demonstrating comparative value, agreeing multiyear sponsorship and managing the promise through delivery. The executive will not own engineering execution, but will remain answerable for whether the work sold is economically and operationally sound.

The opportunity is unusually specific. Consolidation creates shared labs, specialist communities and common tooling that could shorten development cycles for global businesses. It also creates temptation to sell cheap capacity. The SVP must quantify what is distinctive, select a limited number of addressable programmes and negotiate arrangements that recover full lifecycle cost while preserving the centre’s right to build reusable capability.

Why this seat is openCommercial responsibility previously sat part-time with site heads whose incentives centred on protecting local utilisation. The combined centre requires a dedicated enterprise voice, so this is planned new hiring rather than a replacement. The appointment is timed to precede the next global planning cycle, with four to six months available for selection. Current leaders continue to manage sponsor relationships until the SVP joins.

What you will ownSegment global demand by product roadmap, technical adjacency, sponsor readiness and strategic value, then choose where the centre will actively compete for ownership.Build propositions around shared laboratories, testing automation, embedded engineering and platform capability, supported by evidence rather than generic scale claims.Negotiate scope, funding horizon, intellectual-property treatment,



service expectations and exit arrangements with sponsoring business presidents.Maintain a commercial pipeline that distinguishes qualified opportunity, contingent demand and unfunded interest; prevent workforce hiring against optimistic conversations.Agree bid and pricing rules that expose transition, infrastructure and scarce-skill costs and prohibit uneconomic utilisation deals.Form account teams with engineering, finance and workforce leaders while keeping one commercial owner for each global sponsor.Track adoption and renewal after work moves to Hyderabad, addressing expectation gaps before they become delivery disputes.Advise the CEO on capacity that should remain unfilled, be invested ahead of demand or be removed if the market thesis does not mature.The first 12 monthsThe first quarter will produce a sponsor-by-sponsor demand map and an evidence pack for no more than four priority propositions. The SVP must validate available capacity against the consolidation schedule and reconcile financial assumptions with engineering leaders. Opportunities without a decision-maker, budget or strategic fit will be removed from the qualified pipeline.

By month eight, at least two multiyear sponsorship agreements should be signed, with funding and technical ownership explicit. A common commercial review will test probability, capacity, price and dependency. The leader should also decline at least one volume opportunity that would crowd out specialist work or fail to recover lifecycle cost.

At year-end, contracted incremental work should cover at least 70% of planned current capacity, carry a contribution margin agreed with finance and include 12-month demand visibility. The qualified pipeline should equal at least 1.8 times the following year’s available capacity without counting duplicate demand. Sponsor renewal intent and delivery acceptance must support the numbers.

What the board will measureQuality and durability of global sponsorship, including whether authority and funding survive changes in individual stakeholders.Incremental engineering work won at approved economics,



with transition cost and shared assets treated transparently.Forecast accuracy for capacity demand within 10% after the first two quarters of operation.Evidence that the centre is chosen for differentiated capability rather than headline labour rate.Healthy commercial conduct: no hidden subsidies, unapproved promises or customer commitments made without accountable delivery acceptance.The personYou are a senior commercial, account or business-development leader who has won complex engineering or technology work inside a multinational or from sophisticated enterprise clients. You understand that internal sponsorship is earned through many of the same disciplines as an external sale, but without pretending colleagues are arms-length customers. Experience in global capability centres, engineering services, automotive technology, industrial software or product development will be relevant.

You bring 22–28 years of experience, including commercial influence over at least ₹1,600 crore and work involving 950 or more engineers and partners. You can show how you priced transition risk, protected delivery teams from speculative demand and walked away from attractive volume. The CEO needs an executive who can build trust across cultures while maintaining hard qualification standards.

The role is onsite in Hyderabad, with international travel to sponsor and product locations.

Non-negotiablesDirect origination and negotiation of multiyear engineering, product-development or technology-services commitments.Commercial ownership at or above ₹1,600 crore and operating exposure to a delivery population of at least 950.A record of converting a capability proposition into funded work at defensible economics, including renewals or expansion.Fluency in pricing, transition risk, capacity planning and executive account governance.Willingness to relocate to Hyderabad, travel internationally and complete extensive conflict and reference checks.Compensation and termsFixed compensation is expected at ₹2.2–3.0 crore with a performance variable. Incentives will combine contracted contribution, demand quality, forecast accuracy and sponsor renewal; bookings that later fail agreed acceptance or economics will not be rewarded as growth. Final calibration will reflect current mix and scale. The planned process can accommodate a notice period of up to six months.

ConfidentialityThe identity and precise technical specialisms of the engineering centre are restricted while global sponsorship discussions continue. Qualified candidates will receive detail under an undertaking after reciprocal interest is established. Neither the consolidation pattern nor the rounded employee scale should be treated as identifying information.

📌 SVP – Commercial Growth — Engineering Centre (Secunderabad)
🏢 Gladwin International Leadership Advisors
📍 Secunderabad