Job Purpose
- The CEO will define and execute the strategic direction of the Packaging business in line with Board priorities while driving sustainable growth, improving profitability and strengthening organizational capability.
Key Responsibilities
Strategy & Business Leadership
- Define and drive long-term and annual strategy aligned with the MD and Board
- Translate strategy into clear, executable goals across functions
- Build critical capabilities to enable future growth
- Lead cross-functional strategic initiatives across sales, operations, technology, and product development
- Evaluate partnerships, alliances, and M&A opportunities; support Board decision-making
- Own delivery of topline and bottom-line performance
Operational & Financial Management
- Lead the Annual Operating Plan (AOP) and ensure alignment across all functions (Operations, R&D, HR, Finance, Supply Chain)
- Allocate resources effectively and drive performance against defined targets
- Ensure financial discipline through prudent deployment of capital and robust planning processes
- Monitor business performance and course-correct deviations through timely interventions
- Drive standardization and efficiency across global operations
Commercial & Market Leadership
- Strengthen customer relationships and ensure high levels of service delivery and retention
- Drive business development, including engagement with key/global accounts and priority customer segments
- Enable expansion across channels, markets, and customer archetypes
- Make strategic decisions on sales, marketing, and go-to-market approaches
- Collaborate with procurement teams to ensure cost competitiveness of key inputs
Governance, Risk & External Interface
- Ensure full compliance with corporate governance frameworks, regulatory requirements, and legal standards
- Identify, assess, and mitigate key business risks
- Engage with industry bodies, customers, and key external stakeholders
- Maintain relationships with financial institutions, investors, and regulators
- Ensure accurate and timely reporting to the Board on performance, risks, and strategic initiatives
Organization & Capability Building
- Build and strengthen leadership capability and succession pipelines
- Foster a high-performance, accountability-driven culture
- Drive talent development, engagement, and organizational effectiveness
- Build digital and functional capabilities aligned to strategic priorities
Key Result Areas
- % growth (Topline and bottom-line) y-o-y
- Business Plan Adherence – % variance
- % completion of Functional targets
- Total Opex
- Salary Costs / Team size
- Revenue from various channels
- Net Promotor Score of customers
- Adherence to plans around expansion and geographical reach
- Issues of non-compliance raised by regulatory and other government agencies
Key Interfaces
Internal
- Board (strategy and governance)
- COO – Operations (cost, quality, delivery)
- COO – Sales & Commercial Excellence (growth, NPS)
- COO – Aftermarkets (growth, NPS)
- Head HR / Group HR (talent, costs, hiring)
- Corporate Commercial (supply chain, raw materials)
- Corporate Finance (funding, compliance)
External
- Customers and key accounts
- Industry experts and bodies
- Regulatory authorities
- Financial institutions and investors
Travel and External Engagement
- High travel initially (quarterly global visits)
- Participation in trade shows globally
- Strong presence in industry forums and customer events
Qualification & Experience
- B.E. / B.Pharm / B.Sc; MBA preferred
- 15–20+ years overall experience
- 8–10 years in Pharma / Healthcare
- 5–7 years in B2B manufacturing/product environments
- Prior leadership role with global P&L responsibility
- Preferred age: 45–53 years
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