Capability leader - manufacturing

Purpose of the role Own the end-to-end HCLTech vision, delivery and commercial outcomes for one capability cluster, in a co-ownership construct with the capability leader and Product Owners. The role is the execution-side counterpart in Digital Priorities 2026 operating model: it holds the capability vision with the counterpart, instruments the co-owned OKR, and shapes the squads designed. Delivery and commercial ownership (P&L, SLAs, contract) sits solid-line with the engagement Delivery Partner; this role carries dotted-line responsibility for both, and full ownership of advisory value, outcome quality and the AI/automation agenda. retains prioritization, ExM/EVP decision rights, architectural authority and OKR ownership. Key accountabilities

1. End-to-end capability ownership

Hold the joint capability vision and roadmap with the capability leader; translate it into squad-level delivery in scope (service-management pods, BizDevOps squads, co-led squads, augmentation). Act as the single accountable counterpart to the capability leader for capability vision, solution shape and outcome quality across Plan, Build and Run — Build enters only with a DoR-compliant value plan; squads report to delivery via the Delivery Partner’s organisation with a dotted line to this role. Own tier-migration and quarterly recalibration proposals: evidence when a capability should move between Run, Managed and Innovate treatment as it matures or as Strategic Steer elevates or pauses tracks.

1. Strategic advisory and challenge

Advise and constructively challenge Product Owners on target architecture (Standardise · Simplify · Digital Thread), back-to-standard discipline on SAP/Apriso, consolidation of the custom .NET and SharePoint estate, and resolution of undecided target-state mappings. Bring forward improvement and co-investment candidates each quarter — intake/routing waste reduction (cancelled-change elimination), problem elimination in incident-heavy platforms, release discipline in change-heavy ones.

1. Outcome instrumentation (dotted-line commercial responsibility)

Instrument and own HCLTech’s contribution to the co-owned OKR (e.g., Manufacturing Ramp-Up: takt time, NCs/unit) with the Finance Partner owning the calculation method; deliver the Phase 0 baseline. Carry dotted-line responsibility for the cluster’s delivery and commercial performance: shape tier placement, savings cases and gainshare inputs, and flag commercial risk early — while primary delivery and commercial ownership (P&L, SLAs, contract, margin) sits with the Delivery Partner.

1. AI and automation agenda

Drive the cluster’s AI pipeline from Q1 experiment to Q2 scale — e.g., AI-vision quality inspection, NC analytics, troubleshooting copilots — with explicit graduation criteria, aligned to AI value clusters for digital manufacturing. Automate the Run tier against the concentrated demand profile; convert freed capacity into Build/Innovate throughput rather than headcount growth.

1. People and squad leadership

Design and staff squads to the FENIX placement (squad type, onsite/offshore mix, IT vs OT skill profile, NIS2-driven proximity constraints); guarantee the “A Team” standard and succession for critical roles. Own knowledge transfer and transition execution for the cluster, including shared-platform interlocks where one platform (e.g., SAP MM, SAP PS) serves multiple product groups. Key interfaces capability leader and Product Owners for the cluster (primary counterparts); relevant OKR owners. Finance Partner — OKR calculation method, Phase 0 baseline, business-case follow-up. governance: Design Authority, QDR, ExM — served through HCLTech’s three interlock forums (Architecture & Security board, Outcome & Service review, Product/Portfolio forum); no separate HCLTech PMO. HCLTech: reports functionally into the practice/capability organisation; works in a two-in-a-box with the engagement Delivery Partner (who holds solid-line delivery and commercial ownership); peers with fellow Capability Partners and shared-platform squad leads (SAP core, IoT/Kepware pipeline). Success measures — year one Co-owned OKR contribution on track with a Finance-validated baseline and calculation method in place by end of Phase 0. Year-on-year cost reduction against the cluster baseline; measurable automation gains in the Run tier on the top demand concentrations. Stability: hot-core platforms stabilised; cancelled-change (intake waste) rate reduced; emergency-change discipline maintained. At least one Q1 AI experiment graduated to Q2 scale with agreed criteria; at least one consolidation case progressed (e.g., custom .NET or viewer estate). stakeholder confidence: advisory value rated in QDR/QBR; zero escalations on A-Team staffing commitments. Candidate profile 18+ years in manufacturing IT / digital operations services, with 5+ years leading outcome-based or managed-services engagements at capability or platform level. Domain depth matched to the cluster — e.g., Core manufacturing (S4 experience is a plus), MES and shop-floor integration; IIoT stack and the IT/OT boundary; or warehouse and logistics execution. Commercial fluency: outcome and gainshare constructs, baselining, savings glidepaths, P&L ownership. Credible C-1/C-2 advisor: able to challenge Product Owners and architects from evidence, in the open, and carry the room. Working knowledge of AI in manufacturing (vision inspection, NC analytics, copilots) and of NIS2/OT security implications for delivery-model design; Scandinavian client experience an advantage; willingness to anchor onsite presence as the proximity dial requires.