Business Unit: MoveInSync ONE (Managed Fleet Operations)

Reports to: Business Unit Leadership

Direct reports: Assistant Client Account Leaders

About the role:

The CAL is the CEO of the account. One person carries end-to-end responsibility for a portfolio of enterprise employee-transport accounts - governance, fleet operations, commercials, and outcomes - and holds the authority to take any decision the account needs. Governance and fleet operations run as specialist functions, but both report into the CAL. The client deals with one accountable person, not a committee.

This is not a relationship-management role with a dashboard. The CAL personally builds the analysis, writes the client communication, defends the commercial position, and owns the recovery when service dips.

Portfolio scope:

- A multi-client, multi-city portfolio of large enterprise and GCC accounts spanning global consulting, banking, healthcare, insurance, and technology clients across major Indian metros.

- Significant portfolio revenue responsibility, with explicit growth, margin, and pipeline targets set each fiscal year.

Key responsibilities:

1. Account ownership and P&L:

- Own portfolio revenue, margin, and take rate. Run pricing renegotiations, billing-model discussions, and upsell/expansion deals directly with client sponsors and procurement.

- Build the commercial case yourself: fleet economics modelling, rate-card reconciliation, breakeven and margin analysis, and packaged-pricing proposals rigorous enough for a client CFO to audit.

- Maintain a backup revenue pipeline so portfolio targets never rest on a single deal.

2. Client governance and communication:

- Own every sponsor-facing communication: daily updates during recoveries, weekly progress notes, Monthly Business Reviews, annual operations reviews, and executive-level escalation responses.

- Write to a demanding house standard: one thought per sentence, active voice, own the miss before stating wins, no claim that cannot be reconciled to raw data, and no commitment date that has not been pressure-tested with operations first.

- Run structured governance cadences with named executive sponsors on both sides.

3. Service recovery and root-cause analysis:

- When an account escalates, own the fix end to end: phased data diagnosis, a plain-language root-cause narrative, dated corrective actions, and the sponsor recovery communication.

- Work hands-on with large raw operational datasets to isolate structural mechanisms behind service failures, rather than accepting surface-level explanations.

- Sustain daily assessment loops with clients until recovery is verified in the data.

4. Crisis and incident management:

- Lead client response to city disruptions (strikes, protests, severe weather): pre-event impact assessment at employee and route level, a structured advisory series before, during, and after the event, and data-backed closure notes.

- Lead safety-incident response: same-day containment decisions, executive-level communication suitable for a client's global safety organisation, and committed root-cause analysis and corrective action within dated SLAs.

5. Fleet, vendor, and programme leadership:

- Design and run large fleet programmes end to end - for example, EV fleet deployment covering fleet sizing, dispatch simulation against real trip data, partner allocation strategy, and induction ramp planning.

- Institutionalise partner governance: scorecards, performance reviews, allocation rules, and compliance frameworks.

- Run route-network and shuttle optimisation with savings quantification credible enough to present to the client.

6. Team leadership and capability building:

- Hire, groom, and appraise Assistant CALs and account team members using a structured calibration methodology.

- Codify working methods into reusable playbooks and AI-assisted workflows so analysis and communication quality survive handovers and scale across the team.

- Produce clean handovers: sequenced open items with owners and dates, escalation thresholds, and confidentiality controls.

7. Commercial and sales enablement:

- Convert operational wins into anonymised, prospect-safe case studies and sales collateral.

- Represent the account-ownership model in sales conversations: single accountable owner, full decision authority, governance and operations reporting into one leader.

What a typical quarter looks like:

Running a fleet transformation business case worth crores per month in uplift; recovering escalated accounts through daily data loops; defending a billing renegotiation with a CFO-grade workbook; issuing disruption advisories across multiple cities; shipping a full Monthly Business Review; closing a price revision on one account while building the pipeline for the next; and calibrating appraisals for the team.

Candidate profile:

Must have:

- 6 - 8 years in enterprise account management, managed services, mobility/transport operations, or GCC service delivery, with direct P&L or revenue ownership.

- Demonstrated hands-on analytical capability: comfortable working raw operational data (Excel, SQL, Python, or equivalent) to first-principles conclusions, not just reading dashboards.

- Track record of leading service recoveries or turnarounds with named enterprise sponsors.

- Executive-grade written communication - able to draft a letter a CEO signs without edits.

- People leadership experience with direct reports and formal appraisal responsibility.

Strongly preferred:

- Employee transport, corporate mobility, or fleet operations domain experience.

- Commercial modelling depth: pricing structures, partner economics, margin analysis.

- Experience running multi-city, multi-stakeholder operations in India.

- Familiarity with building repeatable playbooks or AI-assisted workflows for team leverage.

Traits that predict success:

- Owns the outcome, not the task. Never accepts the first-pass answer - tests conclusions against data before acting.

- Direct and concise; allergic to filler, defensiveness, and overclaiming.

- Calm under escalation; treats client crises as a process to run, not an emergency to survive.

- Builds authority through analysis, not title.

Success measures (first 12 months):

- Portfolio revenue delivered against annual target; zero portfolio churn.

- New revenue added through upsell and expansion against fiscal-year growth goals.

- Margin and take-rate corrections delivered on flagged accounts.

- Escalated accounts returned to stable service levels with documented, data-verified recoveries.

- All review, governance, and advisory cadences running on time to house standard.