Key responsibilities | Business & P&L Ownership – Own end-to-end financial and operating performance of the business unit, ensuring delivery of revenue, margin, cost, and profitability targets Translate enterprise priorities into clear operating plans, performance rhythms, and measurable outcomes Drive performance visibility through disciplined review mechanisms, early risk identification, and corrective actions Balance growth, cost, and service trade-offs to ensure sustainable business performance Maintain strong financial discipline and value-focused decision making aligned with long-term business objectives
Product, Service & Customer Performance – Develop a strong understanding of product, service, and operational capabilities to ensure market relevance and competitiveness Ensure reliable, consistent, and high-quality service delivery across customer touchpoints Partner closely with Sales to enable conversion, solution feasibility, and customer commitments, without direct ownership of sales Provide market, customer, and operational insights to strengthen positioning and win probability Ensure execution excellence delivers on customer promises, safeguarding credibility and retention
Execution & Operational Effectiveness – Drive day-to-day operational performance, ensuring alignment to strategic priorities and customer commitments Remove structural and cross functional barriers to improve speed, efficiency, and service reliability Balance cost, service, quality, and risk considerations in complex operating environments Establish strong execution cadence, accountability mechanisms, and performance discipline Reinforce a results orientation over activity-based management, ensuring consistent delivery outcomes
Matrix Collaboration & Commercial Alignment – Work effectively within a matrix structure, aligning closely with Sales, Finance, HR, and enabling functions Enable commercial success through strong partnership with Sales, ensuring delivery capability matches customer commitments Align diverse stakeholders around shared priorities, sequencing decisions, and accountability Influence without authority to resolve trade-offs between commercial ambition and operational feasibility Reinforce enterprise-first mindset, ensuring BU success contributes to broader organizational value
Leadership, Culture & Capability Building – Build and sustain a high accountability, high-performance culture anchored in ownership and execution excellence Develop strong bench strength and functional capability within the business unit Lead and coach teams to operate with clarity, discipline, and agility in execution Drive engagement and alignment across cross-functional teams despite structural boundaries Embed a culture of continuous improvement, ownership, and delivery excellence
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Stakeholder | Internal: Board of Directors, Regional Leadership Team, BU Leadership team, Employees Unions etc., External: Govt Authorities, CHPA, Customs etc., |