CBO/CEO

THE OPPORTUNITY

Most senior ops roles ask you to maintain what's already built. This one asks you to own the business outcome — revenue, margin, and delivery — not just the function.

The company has strong individual department heads — production, engineering, supply chain — but no single person who integrates them, owns the P&L, and is accountable for the commercial result. Every cross-functional decision currently lands on the Founder's desk. You will change that.

WHAT YOU WILL OWN

P&L Ownership — Your Primary Mandate

• Own the full P&L: revenue, cost-of-production, gross margin, and EBITDA contribution
• Drive revenue growth — work alongside Sales to convert order intake into delivered revenue; be accountable for top-line as much as the cost side
• Manage working capital efficiency: inventory turns, procurement costs, and payment cycles — every rupee on the balance sheet is your concern
• Build and own the weekly business review: P&L dashboard, KPI tracking, and forward forecast — data-driven, no exceptions

Operations — Order Entry to Dispatch

• Own the full operations chain: production planning & control (PPC), supply chain, procurement, engineering, and production coordination
• Ensure on-time delivery to customers — OTD is your lead operational KPI
• Drive continuous improvement in cost-per-unit, cycle time, and yield across all production lines
• Be the single escalation point for all department heads — decisions stop with you, not the Founder

Supply Chain & Procurement

• Oversee all procurement activity — vendor selection, negotiation, lead-time management, and component availability
• Build supply chain resilience: dual sourcing, buffer strategies, and proactive risk management
• Own inventory turns and working capital efficiency

Engineering & Quality

• Work closely with the Engineering head on DFM, process improvements, and new product introductions
• Ensure quality function has visibility across the production chain; manage the dotted-line relationship to the Quality head
• Drive a culture of root-cause analysis — every failure is a system problem, not a people problem

Customer & Commercial Interface

• Coordinate with Sales and Customer Service on order intake, capacity planning, and customer delivery commitments
• Be the escalation point for key customers on delivery, quality, and commercial issues
• As the business scales, progressively own customer service and — optionally — sales P&L

HR, Admin & Team Building

• Oversee HR and Admin functions — workforce planning, plant discipline, and operational infrastructure
• Build the management layer below you: set KPIs, review performance, and develop the next tier of leaders
• Manage the weekly operations review — KPI-led, action-oriented, no exceptions

WHAT WE'RE LOOKING FOR

Non-negotiables — candidates missing any of these will not proceed:

01

EMS industry background

Specifically contract electronics manufacturing. Wiring harness companies do not qualify. The cost structure, SLA model, and supply chain complexity of EMS are not transferable from adjacent sectors.

Multi-function simultaneous ownership

You must have personally owned supply chain/procurement, PPC, and production coordination at the same time. Managing one function while others sat elsewhere is not sufficient.

03

Measurable outcome ownership — including P&L

You must be able to name your KPIs, your P&L targets, and your actual results. 'Responsible for operations' is not enough. We need a number — revenue, margin, OTD — that you can defend.

Experience & Background

• 15–20+ years of progressive operations and business leadership in EMS or closely adjacent electronics manufacturing
• Proven P&L ownership track record in multi-customer, multi-product, cost-and-delivery-pressure EMS environments
• Experience with or exposure to commercial/sales function preferred — revenue accountability is central to this role

The Person

• P&L-oriented operator — you manage by the numbers, not by feel
• Detail-oriented at the system level — you know the KPI before anyone else asks
• Decisive under pressure — you close issues; you don't escalate them
• Operationally hands-on but commercially aware — you can walk the shop floor and sit in a margin review on the same day
• Low ego, high accountability — you build the team around you rather than centralising decisions with yourself