CHIEF EXECUTIVE OFFICER

JSW Motors Dealership — Pune West

B U Bhandari Cars Pvt. Ltd. · Reports to: Managing Director (Dealer Principal)

The Opportunity

B U Bhandari Cars Pvt. Ltd. has been appointed to build and lead the JSW Motors dealership for Pune West — launching a new national new-energy automotive brand, with the model line-up (Jetour T2 plug-in hybrid, Chery V23 EV and Jaecoo J5) rolling out through the year. This is not a role of running an established franchise. It is the rare opportunity to build a brand, a business and a team from a clean slate, backed by the ambition of the JSW Group under Mr.

Sajjan

Jindal and Mr.

Parth

Jindal, and by an automotive group with a 56-year legacy of building brands and holding leadership under competition.

Our intent is unambiguous: to be the best JSW dealer in the country, to build the best team in the industry, and to do something genuinely new for Indian automotive retail. The Chief Executive Officer is the person we are trusting to make that real — and to do so for the long term.

The Vision & Mandate

– Be the #1 JSW dealer in the country — on volume, on customer experience, and on profitability.

– Build the best team in the country — hired, developed and retained deliberately.

– Set an industry benchmark — do something genuinely unique that the industry will point to.

– Deliver the bottom line — growth is only real if it is profitable and sustainable.

How We Work — Our Values & Operating Ethos A candidate must understand not only the role, but the house they are joining. The way we operate is as important as the numbers we chase.

– Bottom-line discipline. We do not chase vanity volume that bleeds margin. Every rupee of investment is expected to earn its return, and profitability is a non-negotiable, not an afterthought.

– Integrity, without exception. In over five decades of automotive business we have never delayed a salary or a vendor payment. That reputation is an asset, and protecting it is part of the job.

– Customer obsession and a luxury-grade experience. We deliver a premium, luxury-grade customer experience — the standard does not drop because the product is mass-premium.

– Build and sustain. We do not just launch brands; we hold leadership as competition intensifies. The CEO is expected to build for durability, not just for the opening quarter.

– A performance culture, measured from day one. A Balanced Scorecard runs from Day 1, and every metric is clear to every team member from Day 1. What gets measured, transparently, gets delivered.

– Speed, agility and scale. We are usually first to adopt — new formats, pilots, technology — and we scale quickly once the model is proven.

– Technology-first. We already deploy AI in marketing and customer experience, and expect technology and data to be a genuine edge, not a checkbox.

– An operating rhythm. A disciplined cadence of meetings — built on the Scaling Up (Verne Harnish) rhythm of daily huddles, weekly, monthly, quarterly and annual reviews — is core to our culture, and is how alignment, accountability and speed are sustained.

– Long-term thinking. We build for the long term — in our people, our systems and our relationships — and we value continuity and longevity in our leadership above short-term wins.

The Operating Model — Ownership & Reporting The Chief Executive Officer owns the dealership end-to-end — full profit-and-loss responsibility, full operational authority, and full accountability. The role is designed for a leader who wants to run a business, not manage a function, and who leads through delegation and a strong second line rather than by holding every decision.

The Dealer Principal (Managing Director) builds culture and manages the manufacturer relationship together with the CEO and the leadership team, and stays close to the business through structured weekly and monthly reviews. Day-to-day operations sit squarely with the CEO.



The dealership operates in close partnership with JSW Motors, adopting its systems and upholding its network standards, including disciplined discount control.

Key ResponsibilitiesBusiness Leadership & P&L; Ownership

- Own the full profit-and-loss across every revenue stream — current vehicles, aftersales, parts and accessories, finance, insurance, and value-added products — with profitability as the primary measure of success.
- Formulate annual and multi-year business plans, forecasts, liquidity planning and ROI-based investment decisions; set and monitor departmental budgets and operating KPIs.
- Guide the business to break-even and sustainable profitability on plan, managing the loss-making launch phase with discipline and conviction.

Sales & Market Leadership
- Lead the market on volume, bookings and share across the launch and scale-up phases, and make B U Bhandari the default choice in the territory.
- Compete aggressively within Pune — JSW will appoint two other dealers in the city, so intra-city competition will be intense. Win share, bookings and reputation through superior execution, experience and service, not through price.
- Drive an experience-first, test-drive-led sales motion with rigorous funnel management, live dashboards and strong local market intelligence.
- Ensure lead-to-sale excellence, showroom standards and full compliance with JSW’s retail processes and corporate-identity standards.

Aftersales & Service Excellence
- Ensure full service readiness from Day 1 — trained manpower, tools, parts and charging infrastructure in place — because a new brand earns its trust, and much of its profit, in the workshop.
- Drive first-time-fix (target 85–90%), turnaround time, bay utilisation, technician productivity, and a growing parts-and-service annuity.
- Build EV/PHEV service capability and charging uptime into both showroom and workshop from the outset.

Customer Experience & Escalation Management
- Own a premium, luxury-grade customer journey from booking to delivery to service, with feedback integration at every stage.
- Deliver CSI and NPS that are the best in the country, with the lowest escalations — the defining measures of how we are seen.
- Manage customer escalations with composure and maturity during the early product-maturity phase. A new brand and new technology will carry teething issues; handling agitated or difficult customers calmly, fairly and decisively — protecting both the customer and the brand’s reputation — is a core expectation of this role.

People & Team Building
- Build the best team in the country — hire deliberately for attitude, learning agility and fit, develop people hard, and retain them for the long term.
- Run a Balanced Scorecard from Day 1, with talent acquisition, talent management and performance management as distinct, owned pillars supported by professional HR systems.
- Lead, coach and inspire General Managers and functional heads; build a succession pipeline and a strong, delegated second line.

Performance Management, Metrics & MIS
- Establish the Balanced Scorecard and make every metric clear to every team member from Day 1 — transparency of numbers is a cultural commitment, not just a reporting tool.
- Maintain strong MIS and dashboards with visibility to all stakeholders, and enforce disciplined discount control in partnership with JSW.

Manufacturer Partnership & Network Alignment
- Act as the primary operating partner to JSW Motors — aligning on targets, launches, network standards and compliance — and adopt JSW’s systems to build a genuinely modern dealership.
- Represent the dealership as a trusted,



consultative partner to JSW’s leadership, feeding ground insight back to strengthen the network.

Infrastructure, Real Estate & Expansion
- Oversee end-to-end development of the showroom and workshop infrastructure — coordinating with architects, contractors, equipment and fit-out vendors, and with JSW on corporate-identity and network specifications — to bring the sites fully ready for operations on schedule and to standard.
- Manage landlord relationships and negotiations, and proactively scout and evaluate new locations as the network scales.
- Plan and execute expansion — additional outlets and satellite workshops — on a proven lease-first, buy-once-metrics-are-earned discipline.

Operating Cadence, Technology & Culture
- Install and protect the meeting rhythm — daily huddles, weekly, monthly, quarterly and annual reviews per the Scaling Up model — as the operating heartbeat of the business.
- Champion technology and innovation — AI, digital CRM and data — to do something distinctive that sets a benchmark for the industry.
- Lead marketing and demand generation, activating the group’s customer base and local-market reach from Day 1, within ROI discipline.
- Ensure governance, financial controls, statutory compliance and risk management across the business.

What Success Looks Like

Success Dimension

Expectation

Launch readiness

Facility, team, systems and service live and on time for launch

Volume & share

Market, bookings and share leadership on plan (2.1% → 3.8% share; 125 → 235 units/month)

Profitability

Break-even and sustainable profit on plan; discount and cost discipline held

Customer experience

CSI and NPS best in the country, with the lowest escalations

Service

85–90% first-time-fix; strong TAT, bay utilisation and parts annuity

Team The best team built, developed and retained for the long term; BSC green across quadrants

Culture & cadence

Meeting rhythm and performance culture embedded and self-sustaining The Ideal Candidate

MBA or equivalent, with 15+ years in the automotive industry, including senior dealership operations and, ideally, both OEM and dealership exposure. Premium or luxury retail experience is highly valued; new-energy / EV retail familiarity is a strong plus. Proven full-P&L; ownership is essential.

Competencies

- Business and financial acumen with genuine P&L; ownership and a bottom-line instinct
- Leadership and people development — a proven builder and retainer of high-performing teams
- Data-driven decision-making; comfort running a Balanced Scorecard and MIS from Day 1
- Operational excellence, process discipline and change management in a launch environment
- Stakeholder management — OEM alignment, landlord negotiation and premium-client handling
- Composure and judgement under pressure, including customer-escalation management

Personal attributes we value: an ownership mindset; the discipline to delegate and to hold a rhythm; unquestioned integrity; comfort with ambition and with building something new; and a long-term orientation. We are looking for a leader to grow with and to hold this role for the longest possible time — continuity and longevity in this position matter to us as much as any single-year number.

Why This Role

There are few opportunities in Indian automotive retail to launch a national brand from Day 1 — with the backing of the JSW Group’s ambition, the support of an automotive group known for building and sustaining brands and for a luxury-grade customer experience, and a genuine mandate to build the best dealership in the country. This role offers real autonomy, real ownership, and the chance to set a benchmark the industry will notice. For the right leader, it is a long-term, career-defining build — and a partnership we intend to invest in and keep for many years.

Pay: ₹4,000,000.00 - ₹5,500,000.00 per year

Benefits

- Cell phone reimbursement
- Commuter assistance
- Paid sick time
- Provident Fund

Work Location: In person

📌 CEO (Pune)
🏢 B.U.Bhandari Motors
📍 Pune