Head - Enterprise PMO / Vice President, EPMO | Vantrock Real Assets | Mumbai

We want someone who started on the developer or contractor side, carried a site, then moved into consulting. Depth first, structure second. A career that begins in advisory and stays there will not explicit this seat. Not a delivery role either - construction execution is owned elsewhere and that seat is filled.

ABOUT VANTROCK

Vantrock is an independent real assets platform. Real assets only. We start where we know the ground: logistics, warehousing and industrial parks, across the full chain - first mile, last mile, city-centre, dark-store and self-storage, and logistics-anchored mixed-use. From there, in sequence and only as each is delivered: industrial plots; suburban campuses, GCC and back-office space; strata offices; and, in parallel, data centres and senior living.

The platform was founded by Anshul Singhal, Founder & CEO, who has built every platform he led as if it were his own - three times over, on other people's capital. This is the fourth build, on his own. Across his career that record runs to 52 million sq ft delivered, 32 million as developer and 20 million as contractor, over 2,000 acres acquired and all of them litigation-free, and more than 200 buildings.

Delivered across the founder's three prior platforms. The board is chaired by Shailesh V. Haribhakti. The platform runs on Vantrock Intelligence, its own AI-native operating layer.

WHY THIS ROLE EXISTS

Ground breaks on the first 2 million sq ft of a 10 million sq ft pipeline in January 2027. From that day the platform is running land, approvals, design, procurement, construction, leasing, operations and corporate initiatives at once, in several markets, with a deliberately small team.

Right now every initiative reports to the founder in a different format on a different rhythm. That works at ten, not at fifty, and fifty is where this platform is by the end of next year. Filled well, the founder stops being the integration layer. Filled badly, we have added a reporting bureau.

It is the senior of three seats, and the seat the Chief of Strategy and EPMO is most likely to be filled from. The EPMO Lead beneath you builds and runs the machine. The Senior Manager for Technical Diligence holds the ground truth under both. You hold the office's authority: the sequencing, the benefits at platform level, and every escalation that reaches the founder and the board.

WHAT YOU WILL OWN

- The framework's authority. The EPMO Lead establishes the framework, operating rhythm, standards, stage gates and escalation protocols. You approve them, hold them when a project wants an exception, and are the reason they are respected across ten functions.
- Portfolio prioritisation and sequencing. Which initiatives run, in what order, against what capital and capacity. Project and non-project, core and ancillary. The judgement the founder currently makes alone.
- Benefits realisation at platform level. Every initiative carries a stated operational, financial or customer benefit. You are accountable for whether the portfolio delivers them, and for killing those that will not.
- Transformation. Operational excellence, process improvement, cost optimisation and digital enablement, scoped by you and delivered through the office.
- Escalation to the founder and the board. The exceptions that matter, early, with options attached.



A flag without an option is a complaint.
- Command of programme partners. You appoint them, set the standard they are held to, and replace them when they fail. Site-level planning goes to a PMC reporting in, never to a seat on the roll.
- Building the bench. Two seats now, a third on trigger. Coach project and functional teams so the discipline survives you being on leave.

THE CAREER SHAPE, AND THIS ONE IS NOT NEGOTIABLE

We are looking for a specific arc, in a specific order. You started on the developer's or the contractor's side. You carried responsibility on a site, and you know what a delay costs because you have been the person who had to explain it. Then you moved into consulting, advisory or programme management, where you learned to structure a problem, write for an executive, and hold more than one project in your head at a time.

The order matters more than either half. Someone who has only ever consulted can build a governance framework nobody on the ground respects, because it asks for things a site cannot give. Someone who has only ever been on site can hold a project but not a portfolio. We want depth first and structure second, and we want both.

Bring the first half in detail. We will ask which projects, what your scope was, what went wrong on your watch and what it cost.

QUALIFICATION

- A full-time bachelor's degree in engineering - Civil preferred and read first, Mechanical and Electrical read seriously - or in Architecture or Construction Management.
- A postgraduate qualification in construction, infrastructure or project management. Programmes we know well: NICMAR (ACM, APM, REUIM), RICS School of Built Environment, CEPT, an IIT or NIT M.Tech, NMIMS MBA (Tech.) Civil with Operations Management.
- PMP, PRINCE2 or MRICS is an added advantage and not a substitute for either half of the arc.
- A finance qualification, and on this seat a requirement rather than an advantage: an MBA in Finance, a CFA, or CA. The office sequences capital as well as programmes, and whoever holds it reads a project's money as fluently as its schedule.

TECHNICAL GROUNDING - ESSENTIAL
- Advanced Microsoft Excel and PowerPoint. The analysis and the executive pack are the product of this seat, and we will test both.
- Project controls, scheduling, cost monitoring, risk management and governance, understood well enough to challenge a schedule, a budget, a forecast or a progress claim and be right.
- Commercial and contract capability across procurement, consultant engagements, variations and claims, and fluency in a bill of quantities, a rate analysis and a running account bill from the site half of your career.
- Microsoft Project at working level, and a background working in at least one of SAP, Primavera P6 or Project Online. We will ask which one and what you actually did in it.
- Structured problem-solving, and report writing an executive can act on without a meeting.

RELEVANT EXPERIENCE

- 15 to 20 years across real estate development, construction or capital projects, with the arc above visible in it.




- Portfolio monitoring across multiple concurrent construction projects: controls, management reporting and risk governance. Give us the size in initiatives, square feet or crores, sites and states.
- Transformation or process improvement delivered to a measured benefit, and a governance function you built rather than inherited.
- One occasion where you told a chief executive or a board something they did not want to hear, early, with the options already worked out.

WHAT THIS ROLE IS NOT
- Not a delivery or EPC seat. Execution and construction delivery are owned elsewhere and that seat is filled. You review a programme; you do not build to it.
- Not financial planning and analysis. Forecasting and budget red flags sit in finance.

HOW YOU WILL WORK

Deliberately small, no departments. The doctrine before any addition is outsource first, then automate, then hire, and it applies to your own function as much as anyone else's. What stays inside is judgement, relationships, negotiation and accountability. You will sit next to the founder, and what arrives is the ambiguous part.

THE WORK IS YOURS TO DO

We are not building an army. You do the work rather than receive, route and report on it. The coordination, inside the platform and outside it with consultants, agencies, lenders and authorities, is done by you in person, on the phone and on site. You run your own tech stack rather than specifying it for someone else. Seniority changes what you are accountable for, not whether you roll up your sleeves.

CULTURAL FIT

We're building Vantrock over a decade, not a funding cycle. We're looking for people who treat technology as the default answer rather than a supplement, who want to be co-builders of the platform rather than employees executing instructions, and who are comfortable saying "I don't know" and "I was wrong." If you want a defined role with defined edges, this isn't the right seat. If you want to help build an institution from zero, it might be.

Two requirements stand behind that and apply to every seat here. AI proficiency: every candidate takes the Vantrock AI Proficiency Test, supervised, regardless of seniority. Partner command: consultants, contractors, auditors, valuers, law firms and system vendors do a great deal of Vantrock's work, and everyone here is expected to command that work rather than defer to it.

COMPENSATION

Benchmarked against the upper quartile for the role and market, weighted toward equity, with performance-linked incentives and ESOPs. We discuss numbers in the first conversation rather than anchoring either side prematurely.

HOW WE WILL ASSESS An AI interview, reviewed before your CV. The AI Proficiency Test. A supervised practical on a real Vantrock initiative. Two references. Five working days to hear back, and every conversation is confidential.

TO APPLY

Write to [email protected], subject line "VR-21 Vice President, EPMO - [your name]". Four things: your CV, with the site half of your career set out as clearly as the advisory half; one artefact you personally designed, with three sentences on what was hard about it; your current fixed compensation, expectation and notice; and one short paragraph naming one thing in this description you think is wrong, and what you would do instead. That paragraph matters more than the CV.

We don't hire roles. We build the platform.

📌 Vice President — Enterprise Programme Management Office (Mumbai)
🏢 Vantrock
📍 Mumbai