Role & responsibilities

One definition of valuable, measured the same way everywhere

Author and maintain the ETS metric dictionary: every metric defined once, with an agreed formula, a source system, a frequency and a named owner.

Replace manual, city-by-city reporting with a single automated site-health scorecard covering every client site daily for

exceptions, monthly in full. You will work with our MIS and engineering teams to pull this from source systems rather than assemble it by hand.

Bring the leading indicators into view for the first time: on-time performance, occupancy, non-placement, escort and compliance coverage, driver attrition and NPS, complaints per thousand trips, penalty root causes.

The daily control tower

Run a daily exception review across all sites missed placements, late logins, breakdowns, escalations, safety events, open complaints with an owner and a closure date against each.

Set the escalation matrix and response standards, and audit adherence rather than assume it.

Own the monthly ETS operating review with the COO and the state heads.

Safety and compliance as a floor, not a target

Drive full coverage on driver background and police verification, licence and badge validity, and vehicle fitness, permit and insurance including drivers supplied through vendors, who must be individually identifiable in our records.

Own escort compliance for women employees on first pickup and last drop, GPS and camera uptime, driving behaviour and hours discipline, and incident response. Every incident investigated to root cause.

Ensure every client's contractual safety and audit obligations are being met site by site, and that we can prove it on demand.

Asset, manpower and route productivity

Improve seat occupancy and routing efficiency kilometres per employee transported, dead kilometres, vehicles deployed per hundred employees, trip chaining across shifts and adjacent sites.

Build the plan to cross-utilise capacity that sits idle between the morning and evening peaks. This is one of the largest margin levers available to the business and nobody currently plans it end to end.

Drive down cost per trip and lift contribution margin per site, working with state heads rather than around them.

Drivers and riders

Institute driver NPS and a grievance mechanism across all sites, publish the results, and act on them. Track attrition, absenteeism, payout accuracy and payout timeliness as the operating causes they are.

Institute rider feedback capture and a complaint taxonomy, so a complaint becomes a diagnosis rather than a count.

Turn the site supervisor into a trained, certified role a standard playbook, an induction, a certification and a periodic audit.

Client depth and account growth





Own a named account plan for every major client: sites covered, share of their transport spend, contract expiry, penalty history, open issues, growth thesis.

Run structured quarterly business reviews with each client's transport and administration leadership, with evidence rather than assurances.

Grow the accounts we already hold additional sites, shifts and routes, and electrification of their fleet and lead renewals alongside the commercial team.

Protect revenue integrity at source: operated trips reconciled to billed trips, billing exceptions evidenced, penalties rootcaused, monthly client reporting delivered on a fixed date.

Who we're looking for

The scarce skill here is not employee-transport domain knowledge. Our state heads and site teams already run the physical

operation well. What is missing is the layer above it the measurement, the process discipline, and the ability to make a distributed operation improve because of what the data shows. That is what we are hiring for.

Refex Green Mobility — Head, ETS Operating Excellence 2

Essential

10–15 years in operations-intensive businesses: logistics and supply chain, fleet or mobility, last-mile or quick commerce, airline and airport ground operations, field services, or large multi-site service operations. Physical, manpower-heavy, asset-heavy operations — not purely back-office.

At least four years operating across multiple cities or regions, not a single site or cluster.

Has run operations through data. You have defined a metric set from a standing start, specified and built the dashboards and reporting behind it, and used them to change how sites actually work. Operating an inherited dashboard is not the same thing.

Has driven SOPs, audits and process adoption across teams that did not report to you, and made them stick after you stopped pushing.

Genuinely numerate. You can define a metric, interrogate the data behind it, and tell when a number is being managed

rather than earned.

Comfortable with data tooling — advanced Excel is a given; SQL and a BI tool such as Power BI, Tableau or Metabase are a strong advantage. You can write a requirements document that a product or engineering team can build from.

Has held enterprise client relationships at review and escalation level.

Writes clearly.



A large part of this role is a document that changes behaviour.

Advantageous, but not mandatory

Employee transportation experience — routing and rostering, escort and safety compliance, shift patterns, billing rules, penalty schedules.

Experience operating with vendor-supplied manpower or fleet.

EV fleet operations.

Experience in Tier 2 and Tier 3 markets alongside metros.

If you have run city operations but never built the measurement layer, this is probably not the right role. If you have built that layer and used it to move a hard, physical operation, the absence of employee-transport

experience is not a barrier.

How you work

You get things done through people who don't report to you, and you are comfortable that this is the job rather than a constraint on it.

You hold a standard without making an enemy of the person who missed it — but you hold it.

You travel willingly, and you have seen operations at 5 a.m. and at midnight because that is when they happen.

Refex Green Mobility — Head, ETS Operating Excellence 3

What this role is not

Not a layer over the state heads

State heads keep their P&L;, their people, their hiring and their

city decisions. There is no separate chain of command into their

teams.

Not a reporting desk

Building the scorecard is the first ninety days, not the job. The

job is what changes because of it.

Not a sales role

No new-logo quota and no pricing authority. Growth here is

earned through service quality and depth in accounts we already

hold.

Not a head-office role

Sites are visited, shifts are ridden, night operations are seen firsthand.

The standard is set by someone who has stood at the gate.

What success looks like in year one

Every ETS site measured the same way, on the same scorecard, from a single automated source — and the numbers trusted enough to be used in client reviews and board reporting.

A measurable improvement in on-time performance and seat occupancy against the baseline you establish in your first sixty days, and a fall in service penalties as a share of billing.

Driver attrition and driver NPS moving in the right direction, with the causes understood rather than guessed at.

Every major account with a current plan, a completed review cycle, and a defensible answer to how much more of their transport we should be running.

Company : Refex Green Mobility Limited, Website : www.refex.group

Refex Green Mobility runs employee transportation for large enterprise clients across India — thousands of vehicles, thousands of drivers, hundreds of sites, every day, on a fixed schedule that cannot slip. It is a

business where a fifteen-minute delay is a customer's missed shift.

📌 Head - Operational Excellence (Chennai)
🏢 Refex Industries
📍 Chennai