Senior Program Manager

Vantrock; Mumbai; On-site; INR 3,500,000 - 7,500,000; Full time

Job summary

Vantrock Real Assets seeks a Senior Manager for Technical Diligence & Project Controls in Mumbai. You will own pre-diligence on sites, assess buildability and costs, and validate development potential under regulatory rules, guiding underwriting with a technical view.

The role requires deep on-site experience, strong drafting of technical reports, and the ability to coordinate with geotechnical agencies, surveyors, and PMCs throughout asset life cycles.

Qualifications

• Bachelor of Engineering or Bachelor of Technology in Civil Engineering (non-negotiable).
• Postgraduate qualifications in NICMAR, RICS School of Built Environment, IIT/NIT M.Tech or NMIMS MBA (Tech.) in Civil Eng with Operations Management are strong pluses.
• Chartered or professional standing (MRICS, IEI, valuer's registration, IGBC/LEED) seen as evidence of auditability.

Responsibilities

• Execute technical pre-diligence on each site including ground, levels, access, utilities, and constraints for underwriting.
• Assess buildability and cost-shape through judgement-based read, not BOQ, focusing on early cost drivers.
• Evaluate development potential against authorities' rules (MIDC/HSIIDC/KIADB) and impact on yield.

Skills

Ground verification

Site inspection

Programme analysis

Technical writing

Executive communication

Education

B.E./B.Tech in Civil Engineering

NICMAR / APM / QSCM / IIT/NIT M.Tech in Civil Engineering

MBA (Tech.) in Civil Eng with Operations Management

Tools

Primavera P6

Microsoft Project

SAP

Excel

PowerPoint

Job description

Senior Manager - Technical Diligence & Project Controls | Vantrock Real Assets | Mumbai

WHY THIS ROLE EXISTS

Read a site badly at diligence and the error is baked into the underwriting for the life of the asset. Read it well and the deal either improves or dies early, the cheapest outcome available. The same scepticism, pointed at a contractor's programme, tells you whether the date on it is real. Pointed at a running bill, it tells you whether we are paying for work that exists.

Vantrock currently buys all of that judgement from consultants, one assignment at a time, with nobody inside who can mark their work. The pipeline is 10 million sq ft and ground breaks on the first 2 million in January 2027. From that point the platform is running acquisitions and construction at once, and whoever can walk a site in the morning and take apart a Primavera file in the afternoon becomes the most useful person in the room.

This is the technical seat in the Enterprise Programme Management Office. The other two seats hold the portfolio and the governance. You hold the ground truth underneath both, and you hold it across the whole life of an asset rather than at one gate.

WHAT YOU WILL OWN

Before we buy

• Technical pre-diligence on every site under consideration. Ground, levels and cut-fill, approach and access, power availability and distance to source, water, drainage and outfall, existing structures, and every physical constraint that changes what can be built there. Your output goes into the underwriting as a technical view with the assumptions stated.
• The buildability and cost-shape read. Not a BOQ, a judgement: what makes this site expensive and where the foundation cost goes. Early, rough and honest beats late and precise.
• Development potential against the authority's rules. What MIDC, HSIIDC, KIADB or the local DCR actually permit on this parcel, and what that does to the yield the model assumes.

While we design and build

• Design and specification review. Read what the architect and the consultants propose against what actually builds, and against the Vantrock specification, before it becomes a tender.
• Tender and rate scrutiny. Rate analysis, comparative statements and the technical read on a bid. You can look at a rate and say whether it is real.
• Programme review and claims. Take apart the contractor's and the PMC's programmes on critical path, float, sequencing and resource loading, and report what is real. Assess extension-of-time claims on their technical merits. A programme that has never been challenged is a wish.
• Technical validation on site. Running bills, measurement, quality and progress against the drawings. What you certify is technical. The money is finance's, and the two of you reconcile weekly.

Through handover and after

• The technical close-out. Snagging, defect liability, warranties and the as-built record, so the asset arrives at operations in a state somebody can run.
• The occupier's technical requirements. Floor loading, flatness, power, fire and insurer conditions, read against what the building gives, so leasing and the tenant's fit-out are not negotiating against a surprise.
• The physical record. Site visits captured properly and put into Vantrock Intelligence, so the platform's memory of a site does not live in one person's phone.

Across all of it

• Command of technical partners. Geotechnical agencies, surveyors, TDD firms, third-party inspection and PMCs. You brief them, hold them to a standard and mark their output. You never take a report on trust because it arrived on letterhead.

THE CAREER SHAPE, AND THIS ONE IS NOT NEGOTIABLE

We are looking for a specific arc, in a specific order. You started on the developer's or the contractor's side. You carried responsibility on a site, and you know what a delay costs because you have been the person who had to explain it. Then you moved into technical due diligence, lender's independent engineer, technical audit or project monitoring, where you learned to structure a problem, write for an executive and hold more than one project in your head at a time.

The order matters more than either half. Someone who has only ever consulted writes a view that nobody on the ground respects, because it asks for things a site cannot give. Someone who has only ever been on site can hold a project but not a portfolio. We want depth first and structure second, and we want both.

Bring the first half in detail. We will ask which sites, what your scope was, what the ground turned out to be and what it cost to deal with.

QUALIFICATION

• A full-time B.E. or B.Tech in Civil Engineering. This one is not negotiable and no other discipline substitutes.
• A postgraduate qualification is a strong plus rather than a requirement: NICMAR (ACM, APM or the QSCM diploma), RICS School of Built Environment, an IIT or NIT M.Tech in structural, geotechnical or construction engineering, and the NMIMS MBA (Tech.) in Civil Engineering with Operations Management. An MBA in Finance, a CFA or CA is an added advantage. Chartered or professional standing - MRICS, Institution of Engineers (India), a valuer's registration, IGBC or LEED - is read as evidence that you write to a standard someone else audits.

TECHNICAL GROUNDING - ESSENTIAL

• Ground and land form. Borelogs, SPT data, safe bearing capacity, settlement, water table, ground-improvement options and what each one costs. Contours, cut and fill, approach gradients, and survey output read rather than taken on trust. You know what to specify to a geotechnical agency before they mobilise.
• Codes and authorities. IS 456, 800, 875 and 1893, the National Building Code, and the development control and industrial authority rules that bind a site.
• Warehousing and industrial specifics. Pre-engineered buildings, portal frames, purlins and bracing, crane gantries, floor loading and flatness to the occupier's standard, fire strategy and sprinkler implications on the layout, and what an insurer's engineering requirements do to a design.
• Services and enabling. HT power, sanctioned load, distance to substation and what the discom will and will not do. Water source, sewage treatment, storm water outfall and where it legally goes.
• Cost. BOQ, rate analysis, running account bills, variation orders, escalation, retention and defect liability.
• Programme. Primavera P6 or Microsoft Project at critical-path, float and resource-loading level, with extension-of-time claims assessed on merit. Essential in this seat specifically, because reading a programme against physical reality is the job.
• Drawings. GFC review, structural and services coordination, and BIM clash detection at a level where you know what the model is hiding.
• Writing. A technical report a lender's credit committee or an investment committee can act on: findings, assumptions, quantified impact and a recommendation you will stand behind. Plus advanced Excel and PowerPoint.
• Platforms. Microsoft Project at working level, plus a background working in SAP, Primavera P6 or Project Online. We will ask which one, what you did in it and what it could not do.

RELEVANT EXPERIENCE

• 8 to 12 years, the majority of it on or around sites rather than in a design office.
• At least three years on technical due diligence, independent engineer, technical audit or project monitoring work. Not delivery with a diligence assignment attached once.
• Sites assessed across greenfield land and built assets both. Assessing only completed buildings is half the seat.
• A report a lender, an investment committee or a buyer relied on to price or to walk away, and which held up afterwards.
• One constraint you found that nobody else had, and what it changed. This is the question the whole interview turns on.
• Specialist agencies instructed and marked, not merely coordinated.

WHAT THIS ROLE IS NOT

• Not delivery or EPC, and not design. Execution is owned elsewhere and that seat is filled. You review what is proposed, you do not draw it and you do not build to it.
• Not the deal, and not portfolio governance. Investments owns underwriting and the register sits with the EPMO Lead. You supply the technical view into both, and you are expected to supply it even when it kills the deal.
• Not project accounting. Budget, forecast and variance sit with finance.

HOW YOU WILL WORK

Deliberately small, no departments. Survey, soil investigation, third-party inspection and measurement all go to specialist agencies. What stays inside is the judgement about whether their work is any good and what it means for the money. Expect to be on site most weeks, and expect your written view to be read by the founder, the investment committee and, in time, by lenders.

THE WORK IS YOURS TO DO

We are not building an army. You do the work rather than receive it, route it and report on it. You walk the site yourself, brief the geotechnical agency yourself, take the drone output apart yourself and write the report in your own hand. You run your own tech stack rather than specifying it for someone else. Seniority changes what you are accountable for, not whether you roll up your sleeves.