Business Head

About the Role

Our client is looking for a Business Head to own and scale the business as an independent P&L. This is a

business-building mandate — the person will be expected to define where the category goes over and drive it there across

product, pricing, sourcing, marketing, and channel, much the way a category leader in any BCM business (tiles,

sanitaryware, plywood, etc.) would be expected to build scale, not just manage an existing line.

Key Responsibilities

1. Category Ownership & P&L

• Own the category as a business unit — revenue, margin, market share and growth targets

• Build and execute category strategy with clear sub-segment plans

• Operate with high ownership — capable of running the business independently with minimal hand-holding, while

keeping leadership aligned through structured reviews

2. Strategic Growth Planning

• Diagnose product/portfolio gaps in the current range and identify white-space/adjacencies for

expansion

• Build the strategic narrative for how the category scales from its current size to a significantly larger one —

including entry into new sub-segments, channels or customer types

• Track competitive landscape, market trends and customer insights to continuously refine category direction

3. Product Development & NPI

• Drive new product introduction (NPI) — from identifying the gap, to briefing design/R&D, to commercialization

and launch

• Own product lifecycle management and ensure a healthy "new product vitality" ratio (% of revenue from recently

launched products)

• Work cross-functionally with design, engineering and quality to keep the pipeline ahead of market needs

4. Pricing & Margin Management

• Own pricing architecture and costing strategy for the category

• Drive margin optimization while balancing competitiveness and channel profitability

• Build business cases for new launches with clear ROI and margin math

5. Sourcing & Supply

• Work with sourcing/procurement to evaluate vendor and manufacturing options for the SKUs

• Balance cost, quality and lead-time trade-offs in sourcing decisions to support category growth plans

6. Marketing & Go-to-Market

• Define GTM strategy for new launches — channel sequencing, pilot markets, scale-up plan

• Own marketing collateral and category positioning — catalogues, brochures, POS/display material, product

presentations

• Build channel-specific strategies across trade, retail, OEM/institutional and project business as relevant

7. Team & Stakeholder Leadership

• Lead and train the extended sales/channel team on new product knowledge and positioning

• Represent the category at exhibitions, trade shows and key customer/channel forums

• Report category performance, market analysis and strategic updates to senior leadership

Candidate Profile

• 15–20 years of experience in Building & Construction Materials, with at least a meaningful chunk in a

category/product management or business-head role owning P&L for a defined category

candidates with deep exposure to an adjacent BCM category

and a credible plan to ramp up in door hardware will also be considered

• Demonstrated track record of scaling a category from small to large — e.g., taking a sub-segment or new category

from early stage to a sizeable, established revenue line (double-digit CAGR track record preferred)

• Proven experience across the full stack: product/NPI, pricing & costing, sourcing, marketing, and GTM/channel

strategy — not just one function

• Experience introducing new products/adjacencies and successfully launching them across multiple branches/regions

in a short timeframe

• Comfortable operating with high autonomy — has run a category or business unit independently, not just executed

someone else's plan

• MBA/PGDM in Marketing or related field preferred; engineering background is a plus given the technical nature

In addition to the above, the Head – Product Management & Strategy personally drives the following for this category:

• GTM strategy and go-to-market planning for new launches

• Technology benchmarking and emerging product identification

• Pilot launches and proof-of-concept validation

• Channel readiness and partner enablement

• Training and adoption programs for internal teams and channel partners

• Brand positioning in new and premium segments