Senior Director Consulting

Job Summary

Working titles under consideration: Capability Partner (recommended) · Platform & Capability Lead · Product Group Lead (HCLTech). One role per Vestas DMWC capability/product-group cluster; each is the single-threaded HCLTech counterpart to the Vestas capability leader and their Product Owners.

Key Responsibilities

Own the end-to-end HCLTech vision, delivery and commercial outcomes for one Vestas DMWC capability cluster, in a co-ownership construct with the Vestas capability leader and Product Owners. The role is the execution-side counterpart in Vestas’ Digital Priorities 2026 operating model: it holds the capability vision with the Vestas 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. Vestas retains prioritization, ExM/EVP decision rights, architectural authority and OKR ownership.

Skill Requirements

• 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.

Other Requirements

• Hold the joint capability vision and roadmap with the Vestas capability leader; translate it into squad-level delivery in scope (service-management pods, BizDevOps squads, co-led squads, Vestas-led augmentation).
• Act as the single accountable counterpart to the Vestas 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.

2. Strategic advisory and challenge

• Advise and constructively challenge Vestas 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.

3. 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 Vestas 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.

4. 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 Vestas’ 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.

5. 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.