Area Head - Agra

Role overview

This position is responsible for converting the regional gold loan strategy into a practical execution plan for the area. The role requires balancing aggressive business expansion with disciplined risk control, strong regulatory adherence, and effective team leadership to achieve defined performance outcomes.

Organization context

Aditya Birla Capital Limited is an RBI-registered systematically important non-deposit taking non-banking finance company. It is one of India’s leading diversified private NBFCs, with a pan-India footprint and a lending book of approximately Rs. 139,500 Crores as of 31-Sep’25.

The company provides end-to-end lending solutions across retail, HNI, MSME, mid-sized and large corporate segments through secured and unsecured products. Its portfolio includes retail small-ticket secured and unsecured loans, personal loans, business loans, health and education loans, digital B2B2C and B2B2B loans, small business secured loans, loans against property, lease rental discounting, construction finance, SME loans, loans against shares, supply chain finance, mid and large corporate lending, and infrastructure finance. The organization also operates a Wealth Management division.

The company has earned an AAA rating from India Ratings, ICRA, and CARE, and has received recognition including the ABG Business Excellence Award and awards from forums such as CII.

Business and job context

The role focuses on executing business initiatives, managing profit and loss, ensuring adherence to risk and compliance standards, and leading teams toward target achievement in the gold loan business.

Key challenges

• Delivering strong AUM expansion while staying within strict LTV norms, maintaining low NPAs, and preserving collateral cover in a volatile gold price environment.
• Ensuring full compliance with RBO guidelines across a widely spread branch network without slowing business execution.
• Safeguarding the business from fraud, jewelry substitution, internal collusion, and security lapses while the operation scales.
• Improving the performance of weak branches and keeping fixed costs efficient in a high-volume, low-ticket business.
• Maintaining a transparent, fast, and respectful customer experience for a product that is often handled as a sensitive and emotional asset.

Key result areas

• Scale the business in a sustainable manner through year-on-year and quarter-on-quarter AUM growth, disbursement performance versus plan, active customer expansion, market share gains, disciplined ticket sizing, and healthy new-versus-renewal mix.
• Strengthen profitability through margin management, portfolio yield optimization, tighter cost-to-income control, operating profit growth, improved ROA/ROE, and better incremental profit per branch.
• Protect portfolio quality and collateral safety by maintaining healthy GNPA/NNPA levels, managing SMA buckets, adhering to LTV norms, minimizing auction loss, reducing fraud events, and improving recoveries after delinquency.
• Improve branch productivity by opening branches as planned, reducing break-even time for new locations, increasing AUM and disbursement per branch and RM, and turning around underperforming branches.
• Drive sales effectiveness and customer acquisition by increasing disbursement per sales officer and BM, lowering acquisition cost, improving lead-to-disbursement conversion, raising repeat business, and growing cross-sell/upsell outcomes.
• Ensure compliance, audit readiness, and regulatory discipline through minimal RBI/internal audit observations, low policy deviations, accurate documentation, proper gold purity testing, and zero-tolerance breach prevention.
• Build team capability and leadership depth by reducing attrition, filling critical roles quickly, preparing successors for key positions, expanding training coverage, and improving productivity after training interventions.

Direct reports

The role is expected to oversee Branch Manager – Gold Loan, and in the Branch Manager’s absence, Manager Gold Valuation, Gold Loan Officer, and Customer Service Executive may also report into this position.

Stakeholder relationships

Key internal interfaces include IT for website updates, joint digital initiatives, staff IT training, and back-office support; marketing for promotional and lead-generation campaigns; and support functions such as risk policy, audit, compliance, and HR for product, business, and team-related needs.

Important external relationships include customers for product feedback and complaint resolution, channel partners and investment banks for new product discussions and market/funding insights, and vendors for product ideas, negotiations, joint value propositions, and support related to marketing and training.

Additional notes

The source content references key result areas, supporting actions, and relationship mapping as part of the role design. No separate salary, stipend, perk, education, or application deadline information was provided.