Chief Operating Officer

Role Snapshot

·       Position: Chief Operating Officer

·       Location: Gurgaon / Bilaspur

·       Reporting To: Business Council (via Managing Director)

·       Span: 400–600 employees | 8–10 direct reports

Role Purpose

The COO will be a critical member of the leadership team responsible for driving profitable growth, operational excellence, and execution discipline across the assigned business unit.

The incumbent will be accountable for building and sustaining a high-growth culture aligned with the 5x5y vision, deliver sustained double-digit EBITDA margins while strengthening market position and customer trust.

The role requires a deep understanding of market dynamics, customer expectations, and core business fundamentals, coupled with a strong execution mindset focused on performance outcomes (BSC, PQDCM). The incumbent must demonstrate financial discipline, a data-driven approach to decision-making, and the ability to accelerate business growth and market share.

Strong on-ground leadership with regular Gemba engagement is essential to ensure operational excellence, superior customer satisfaction, and long-term trust with stakeholders. This role will be on a full-time basis with 6 days working.

Ideal Candidate Profile

A. Experience

·       20-25 yrs (10 yrs+ at Leadership Role as a P&L responsibility), preferably from Automotive / Manufacturing Industry

·       Proven track record of scaling operations and improving profitability

·       Experience managing large teams (300+ workforce)

B. Capabilities

·       Strong techno-commercial acumen (costing, negotiations, margins)

·       Deep expertise in Lean Manufacturing, TQM, TPM

·       Strong understanding of quality systems (ISO/IATF)

·       Experience with SAP and analytics-driven decision-making

• Strong manufacturing & quality mindset to monitor business operations in depth

·       Proven ability to manage key customer relationships

C. Leadership Traits

·       High ownership and accountability mindset

·       Strong execution bias with attention to detail

·       Data-driven and financially disciplined

·       Ability to operate at both strategic and shop-floor levels

·       Influential stakeholder management (internal & external)

Key Responsibilities Areas

1.Financial Excellence

·       Drive achievement of revenue targets in line with the Annual Operating Plan (AOP) and ensure consistent year-on-year (YoY) growth trajectory.

·       Closely monitor the financial health of the business and take proactive measures to optimize resources, ensuring delivery of targeted P&L outcomes.

·       Lead CAPEX and OPEX planning, including advance assessment of working capital requirements to support Manufacturing, R&D, D&D, Projects, and NPD functions.

·       Ensure new business acquisitions are financially viable and largely self-sustaining with minimal dependency on additional capital investments.

·       Champion cost optimization initiatives across functions to enhance profitability and strengthen the bottom line.

KPIs

·       AOP sales revenue achievement

·       Business growth YoY (35%)

·       EBITDA (18%) & PAT (12%)

·       Working Capital Days (Plan vs Actual)

·       New account additions to support target achievement

·       Monthly Balance Scorecard tracking and review in Business Council meetings

2. Customer Excellence

·       Build and strengthen strategic relationships with existing customers to enhance business share, drive volume growth, and enable price realization.

·       Establish a high-response culture for customer concerns, ensuring timely communication, resolution, and closure of all open issues.

·       Develop a robust and diversified product portfolio for OEMs and global markets to position the organization as a preferred partner.

·       Identify and expand opportunities in domestic and international markets to drive both horizontal and vertical business growth while reducing dependency on existing customers.

·       Continuously track market trends and customer requirements to strengthen in-house capabilities and innovation pipeline.

KPIs

·       Price increase realization from existing customers

·       Increased business share from existing products/customers

·       New product additions for existing customers

·       New customer acquisition through existing products

·       New product + new customer development

·       Customer ranking and satisfaction index

·       Customer awards and recognition

·       NPD delivery within committed timelines

3. Process Excellence

·       Drive implementation of automation and Industry 4.0 initiatives to improve productivity, reduce manual dependency, and optimize cycle times.

·       Build a strong digital and data-driven operating environment across functions.

·       Ensure efficient inventory management (RM, WIP, FG) through structured analysis (ABC, etc.) to optimize working capital.

·       Develop and execute a resilient supply chain strategy with strong risk mitigation mechanisms.

·       Strengthen supplier ecosystem (domestic & global) to reduce dependency risks, optimize material costs, and improve COGS.

·       Institutionalize robust quality systems (QMS, SPC, CAPA, Poke-Yoke, COPQ) to enhance product quality and achieve superior FTR performance, including supplier-side improvements.

KPIs

·       OEE & OLE improvement (>=85%)

·       Reduction in Inventory Days

·       PPC plan adherence vs material availability with optimal ITR

·       Raw material cost reduction vs revenue/COGS

·       Reduction in COPQ, improved PPM and CSI scores

·       Progress in digitization and centralized data systems

4. Organization Capability

·       Drive centralized data systems across functions in alignment with digitization initiatives.

·       Build leadership pipeline by developing successors (2IC) for all critical roles.

·       Act as a custodian of organizational values, ensuring strict adherence and zero tolerance for deviations.

·       Embed the Group's vision, mission, and value system across the organization.

·       Foster a high-performance, growth-oriented culture with strong team engagement and collaboration.

·       Monitor and optimize manpower costs while ensuring high retention and productivity levels.

·       Promote a Quality First culture across all levels of the organization.

KPIs

·       Number of ready 2ICs developed

·       Team productivity >90%

·       Team retention >85%

·     Building succession pipeline for all N-1 level

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