Strategic Re-engineering & Scaleup Manager
Prestige Group
design differentiation
reduce time-to-market
prefabrication/modularization
lead standardization
strategic partnerships
stage-gate governance
Enable design differentiation for select high customer impact elements (e.g., lobbies, F&B concepts, interiors)
Reduce time-to-market and recover margins during development
Champion opportunities for prefabrication and modularization where IRR accretive (via reduction of onsite labor requirement, activity completion timelines)
Lead standardization of low customer impact elements (e.g. non-customer-facing elements such as shafts, MEP systems, back-of-house layouts)
Drive cultural transformation in how the organization thinks about hospitality portfolio development
Improve project IRRs and enhance long-term asset value from an owner’s perspective
Collaborate with top vendor partners to identify and/or create cost take out opportunities including process mapping, optimizing cost structure etc.
Build strategic partnerships with a select pool of designers, consultants, and vendors to ensure alignment on design principles leading to speed, and cost efficiency
Champion a “manufacturing mindset” — identify opportunities for standardized, modular and repeatable processes across projects
Champion opportunities to standardize/consolidate procurement across projects to unlock scale benefits
Lead value engineering opportunities via benchmarked backed rationalization/performance-neutral substitution (e.g. local made items vs imported items)
Institutionalize feedback loops and playbooks for continuous improvement
Set up stage-gate governance and project control systems to ensure timelines and budgets are met
Evaluate co-locating design teams to accelerate turnaround and institutionalize PHV design principles
1.Lead an industrialized approach to Hospitality Development
Overcome resistance to new practices by training, reinforcing and building organizational conviction
Reengineer design and construction processes to significantly crunch development timelines and reduce total cost
Ensure stage gated design approvals and BIM readiness before start of construction
Drive portfolio-level synergies across design, procurement, and execution
asset owner
industry experience
mba/pgdm
change management
cost optimization
design standardization
2.Design Standardization and Smart Customization
- Experience with asset-owner perspectives (ROI/IRR, margin recovery, time-to-market)
- 12–18 years of experience in real estate, hospitality development, or related asset-heavy industries. MBA/PGDM from a reputed institution strongly preferred
- Strong change management skills — ability to influence, train, and transform organizations.
- Proven track record in cost optimization, design standardization, procurement, and project management
- potential background checks not explicitly mentioned in the job description.
1986 Established
Year of Founding
The company was founded in 1986 as one of India's leading real estate developers.
Over 250 Projects
Developments Delivered
The company has delivered over 250 projects across various segments including retail, hospitality, and office spaces.
- One of India's leading real estate developers.
- Known for its residential, commercial, and mixed-use developments.
- Expanded footprint in multiple cities across India, including Bangalore, Chennai, and Hyderabad.
- Involved in high-value developments, with several landmark projects redefining cityscapes.
- Mixed-use developments combine residential, office, and retail spaces to create dynamic urban hubs.
- Recognized for innovation and commitment to delivering premium spaces.
- Systems are in place to under-commit and over-deliver on time frames, costs, and client expectations.
- A culture that drives performance by leveraging both people and technology.
- Maintaining a safe workplace while fostering the growth and development of associates.
- Valuing all internal and external relationships by exceeding expectations, being open to feedback and change, and considering others' needs.
- Fostering faith and belief among team members by encouraging commitment, credibility, competence, and transparency, while acting with courage, candor, and compassion.
- Practicing discipline and focus to create a positive impact, build a legacy of excellence, and strive for quality in every endeavor.
- Encouraging creativity and openness, embracing technology, promoting industry best practices, continuously improving products, and remaining curious, adaptable, and flexible to change.
- Emphasizing discipline through respecting rules and boundaries, and demanding punctuality consistently.
7.79M kg CO₂e
Scope 1 Emissions 2023
The company reported Scope 1 greenhouse gas emissions equivalent to 7,789,990 kilograms of carbon dioxide in 2023.
108.32M kg CO₂e
Scope 2 Emissions 2023
In 2023, the company reported Scope 2 greenhouse gas emissions equivalent to 108,322,340 kilograms of carbon dioxide.
12.98M kg CO₂e
Scope 1 Emissions 2024
The company reported Scope 1 greenhouse gas emissions equivalent to 12,975,900 kilograms of carbon dioxide in 2024.
1.49B kg CO₂e
Scope 2 Emissions 2024
In 2024, the company reported Scope 2 greenhouse gas emissions equivalent to 1,494,564,080 kilograms of carbon dioxide.
- Prioritize durability and environmental sustainability in all developments
- Minimise environmental impact through sustainable design principles across project lifecycle
- Use high‑quality, sustainably sourced materials; promote energy efficiency; create green spaces
- Focus areas: GHG emissions, energy management, sustainable construction & procurement, climate change, water management, waste management
- ESG Council provides strategic leadership and governance on environmental & social initiatives
- Report ESG efforts regularly to ensure transparency and accountability
- DitchCarbon climate score: 9 (vs industry average 24); not yet on any 'Race to Net Zero' or similar initiative
- No disclosed net‑zero target date
- No publicly stated DEI strategy or targets on corporate site
- LinkedIn shows focus on ‘Diversity and Inclusion’ under ESG but without data-driven goals or progress metrics
- No gender-specific hiring, promotion or leadership representation statistics disclosed
- No available information on female workforce percentage or gender parity across senior roles
