Interim Chief Executive Officer

- Position Details

Position-- Interim Chief Executive Officer Location -Palwal, Haryana

Reporting To Managing Director / Board of Directors

Compensation Up to ₹40 Lakhs per annum

Engagement Interim / Fixed-Term Executive Assignment

- About the Role Our Client is seeking an experienced and mature Interim Chief Executive Officer to lead the organisation through its next phase of growth and professionalisation. The CEO will be responsible for providing strong, hands-on leadership across the business, bringing greater structure, accountability and performance orientation to the organisation. This is not intended to be a conventional corporate CEO role. The mandate requires a leader who is comfortable getting close to the business, understanding ground realities, taking difficult decisions and driving execution through people.

The successful candidate will work closely with the promoters and Board to:
- Stabilise and strengthen the organisation.
- Improve operational and financial performance.
- Establish clear accountability across functions.
- Professionalise systems, processes and management practices.
- Strengthen sales, customer relationships and market development.
- Improve manufacturing and operational efficiency.
- Build a performance-oriented leadership team.
- Establish appropriate MIS and management controls.
- Create a scalable platform for future growth.
- Develop and implement a succession plan for the eventual permanent CEO / leadership

structure.
- Key Responsibilities
- Business Leadership & Strategy
- Translate the Board's strategic direction into clear business priorities and actionable plans.
- Develop and implement an annual business plan covering revenue, profitability, operations,

people and investments.
- Identify opportunities for profitable growth and market expansion.
- Evaluate existing business lines, customers, products and markets and recommend strategic

priorities.
- Ensure alignment between commercial objectives and operational capabilities.
- Track execution rigorously and intervene where performance is below expectations.
- Business Performance & Profitability
- Take overall ownership of business performance.
- Drive improvement in revenue, EBITDA, cash flow and working capital.
- Establish clear business KPIs for each function.
- Review performance through structured monthly and quarterly business reviews.
- Identify and eliminate revenue leakages, cost inefficiencies and non-value-adding activities.
- Improve pricing discipline, product/customer profitability and contribution margins.
- Strengthen financial controls and decision-making based on reliable management

information.
- Sales & Market Development
- Review the existing sales organisation, customer base and distribution/market-development

approach.
- Develop a focused sales-growth strategy.
- Strengthen key-account management and customer relationships.
- Identify new customer segments, geographies and business opportunities.
- Establish sales targets, pipelines, conversion metrics and review mechanisms.
- Improve coordination between Sales, Production, Quality, Dispatch and Finance.
- Build a culture where sales commitments are realistic, measurable and execution-driven.
- Operations & Manufacturing
- Review the complete operational cycle from order receipt to production and delivery.
- Improve productivity, capacity utilisation and manufacturing efficiency.
- Strengthen production planning and scheduling.




- Reduce wastage, rework, rejection, downtime and avoidable costs.
- Improve inventory management and working-capital efficiency.
- Establish clear operating standards and accountability.
- Ensure timely delivery and consistent product quality.
- Drive continuous improvement across manufacturing and support functions.
- Organisation & People
- Assess the current organisation structure, leadership capability and manpower

requirements.
- Clarify roles, responsibilities, authority and accountability.
- Build a stronger second line of management.
- Introduce a structured performance-management system.
- Set measurable KRAs/KPIs for key positions.
- Address capability gaps through recruitment, development, coaching or restructuring.
- Build a culture of discipline, ownership and performance.
- Identify high-potential employees and develop them for future leadership responsibilities.
- Systems, Processes & Governance
- Review existing business processes and identify gaps, duplication and inefficiencies.
- Establish appropriate SOPs and management controls.
- Strengthen MIS and reporting systems.
- Ensure timely and accurate information reaches the management and Board.
- Introduce structured review mechanisms across functions.
- Improve cross-functional coordination and decision-making.
- Strengthen compliance, risk management and internal controls.
- Promoter / Board Management
- Work closely with the Managing Director and Board as a trusted operating partner.
- Provide objective, data-driven assessments of business performance.
- Keep the Board informed about critical business developments, risks and opportunities.
- Present clear recommendations rather than merely reporting problems.
- Ensure agreed Board decisions are translated into action.
- Maintain appropriate governance while respecting the promoter-led nature of the business.
- First 90-Day Mandate

The Interim CEO will be expected to establish a clear understanding of the business and initiate visible improvements during the first 90 days. First 30 Days - Understand & Diagnose
- Understand the business, people, products, customers and financials.
- Review the organisation structure and leadership team.
- Review sales, production, inventory, receivables, payables and cash flows.
- Visit key operating locations and interact with critical customers and employees.
- Identify immediate operational and commercial risks.
- Establish baseline KPIs.

Days 31-60 - Stabilise & Prioritise
- Finalise the business-performance priorities.
- Establish a CEO-level MIS and review mechanism.
- Introduce functional KRAs/KPIs.
- Address critical people and process gaps.
- Identify quick wins in sales, cost, productivity and working capital.
- Establish clear ownership for key initiatives.

Days 61-90 - Execute & Institutionalise
- Drive implementation of priority initiatives.
- Establish a regular performance-review rhythm.
- Strengthen the leadership team and accountability framework.
- Develop a 12-24 month business improvement and growth roadmap.




- Present the Board with a clear assessment of the organisation and recommended future

The ideal candidate will be a seasoned business leader rather than a career corporate specialist. Preferred Backgroundstructure.

- Ideal Candidate Profile
- Senior leadership experience as CEO, Business Head, Unit Head, COO, General Manager or

equivalent.
- Experience managing teams, operations, budgets and complex execution environments.
- Exposure to manufacturing, engineering, automotive, industrial products, components,

logistics or B2B businesses will be advantageous.
- Experience working with promoter-led or family-owned businesses will be an advantage.
- Proven experience in turning around, stabilising or professionalising businesses will be highly

valued.

Experience

- Ideally 20+ years of overall professional experience.
- Demonstrated experience in senior management / command / business leadership roles.
- Candidates who have already held a CEO, COO, Business Head, Plant Head, General Manager

or equivalent position will be preferred.
- Key Competencies

The Candidate Should Demonstrate Leadership

- Strong executive presence.
- Ability to command respect without relying on hierarchy.
- Mature judgement and emotional stability.
- Ability to lead experienced as well as younger teams.

Execution
- Strong bias towards action and results.
- Ability to convert strategy into execution.
- High level of follow-through and accountability.
- Comfortable working in hands-on operating environments.

Business Acumen
- Understanding of P&L; management.
- Commercial orientation.
- Strong financial and operational understanding.
- Ability to balance growth, profitability and cash flow.

People Management
- Ability to build teams and develop leaders.
- Willingness to have difficult conversations.
- Robust coaching and mentoring orientation.
- Ability to create discipline without creating unnecessary bureaucracy.

Problem Solving
- Structured and analytical approach.
- Ability to diagnose root causes rather than symptoms.
- Decisiveness in ambiguous situations.
- Strong crisis-management capability.
- Success Measures The Interim CEO's performance will be evaluated against measurable outcomes, including:
- Revenue growth.
- EBITDA / profitability improvement.
- Working-capital improvement.
- Cash-flow performance.
- Sales pipeline and order-book development.
- Customer retention and current customer acquisition.
- Manufacturing productivity and capacity utilisation.
- Reduction in rejection, wastage and operational inefficiencies.
- On-time delivery.
- Inventory optimisation.
- Leadership-team effectiveness.
- Implementation of MIS and performance-management systems.
- Improvement in organisational discipline and accountability.
- Completion of the business transformation roadmap.
- Readiness of the organisation for transition to a permanent leadership structure.
- Personal Attributes

The Successful Candidate Should Be

- High-integrity and trustworthy.
- Firm but fair.
- Entrepreneurial in outlook.
- Commercially pragmatic.
- Comfortable working with promoters and family-owned businesses.
- Highly execution-oriented.
- Patient enough to build sustainable systems but decisive enough to act quickly.
- Humble, approachable and willing to engage with employees at all levels.
- Comfortable operating without the support structures available in large corporates.
- Capable of balancing people, business and promoter expectations.

📌 Interim CEO (Palwal)
🏢 Mounee Consulting Services Private
📍 Palwal