Head of Technology / VP Technology

LifeCell International Pvt.Ltd; Bengaluru; Hybrid; INR 4,200,000 - 7,500,000; Full time

Job summary

LifeCell International Pvt.Ltd seeks a Head of Technology to run the function day to day as second-in-command to the Group CTO. You will own delivery across all four businesses, the architecture decisions that sit underneath it, and the people who build it.

This is a build-and-own culture with in-house systems. You will oversee delivery planning, platform architecture, and cross-functional leadership, guiding cost and governance in a regulated healthcare context.

Qualifications

• Extensive leadership of large engineering/product teams (50+ people).
• Experience delivering across multiple products/businesses concurrently.

Responsibilities

• Own delivery across all four entities, with plan, dates and budgets.
• Make platform and CRM architecture decisions.
• Lead engineering, product, QA and infrastructure teams, shaping growth and succession.
• Manage technology run-rate, licence rationalisation, and build-versus-buy decisions.

Skills

Leadership

Delivery management

Architecture literacy

Budget management

People development

Regulatory/compliance awareness

Job description

We are now looking for a Head of Technology to run that function day to day, as second-in-command to the Group CTO. You will own delivery across all four businesses, the architecture decisions that sit underneath it, and the people who

build it.

This is a build-and-own culture rather than a vendor-management one. Most of what we run, we wrote.

What you will own

Delivery. Planning, sequencing and shipping across all four entities. You own the dates.

Architecture. Platform and architecture decisions, including the unified platform and our in-house CRM. Deep enough to challenge an architect, senior enough not to need to.

People. Engineering, product, QA and infrastructure leads — their structure, growth and succession.

Cost. Technology run-rate against plan, licence rationalisation, and build-versus-buy decisions with the numbers behind them.

AI. Extending AI-assisted engineering across the group, with the governance healthcare requires.

Security. Partnering the Group CISO on DPDP compliance and security controls — making it real in the systems.

Business partnering. Translating what the businesses want into what can be built, and being straight about what it costs.

What we are looking for

If you meet most of the points below, we would like to hear from you. We do not expect every box to be ticked.

Around 14 to 20 years in technology, including several years leading an engineering or product organisation of 50 or more people.

Experience running delivery across more than one product or business at the same time.

Has built in-house capability, rather than only managing vendors.

Technically credible — able to read an architecture and say what is wrong with it.

Has owned a technology budget and can talk about cost, not only headcount.

Has hired, developed and, when necessary, exited people.

Comfortable working in a regulated environment. Healthcare, fintech, insurance or pharma experience is valuable.

Also useful, not required

Indian consumer-scale platforms, or D2C alongside enterprise systems.

Practical experience embedding AI in engineering, with measured results.

Exposure to DPDP, HIPAA, GDPR or ISO 27001 programmes.

Having seen a platform rebuild or a large migration through to completion.

Your first twelve months

Month 1 You have the confidence of the four business heads, and know the estate, the people and the cost base well enough to be challenged on any of it.

Month 2 You own the delivery plan across all entities. The Group CTO is no longer the escalation point for routine decisions.

Month 3 Run-rate on or under plan. DPDP programme on track for May 2027. At least two of your leads visibly stronger.

Month 6 You can run the function for a quarter without the Group CTO. That is the measure of the role.

How we work

Hybrid working, with the flexibility to organise your week around what the work actually needs.

Meetings kept within working hours by default. Late calls happen when something is broken, not as a matter of

routine.

Career breaks are not a mark against a candidate. If you have taken one, we are interested in

what you did before and what you want to do next.

Decisions are made in writing wherever possible, so that being in the room is not a requirement for having influence.

You will inherit a team that is used to owning its work, and a leader who expects to be disagreed with.