Chief Operating Officer (COO) search, for the leader who makes the plan happen.
A Chief Operating Officer runs the business so the CEO can lead it. We find COOs who bring operating discipline without slowing the company down, and who are often the CEO's successor in waiting.
What the role owns
- Execution of the annual plan across operations, supply chain and delivery.
- Operating cost, working capital and productivity.
- Functions that sit under the COO, which may include manufacturing, projects, procurement, IT and HR.
- The operating rhythm of the company: reviews, metrics and accountability.
Where we hire it: across 18+ industries, including manufacturing and engineering, pharma and CDMO, specialty chemicals, EPC and infrastructure, energy, automotive, water treatment, and consumer and financial services, in India and across the Gulf, South East Asia, Africa and the US.
Why a COO, and why now: often it is succession, with the COO as the CEO's future successor. Sometimes it is a sudden gap at the top of operations. Sometimes a transformation needs one leader across every function. And sometimes a new venture or region means the company must run in two places at once.
We do not push a COO onto a CEO. Chemistry decides this hire, so we validate the fit and let the two meet on the facts.
Hiring challenges
- The COO's scope differs widely between companies, so an unclear split of duties with the CEO is the most common reason COO hires fail.
- Many strong COOs want a clear path to CEO, which the company must be ready to discuss.
- Promoter businesses need a COO who can take over operations the founder built personally.
- The pool of leaders who have run operations across several functions at scale is small.
How we assess fit
- Track record: operating results across functions and sites, verified by referencing.
- Cultural fit: how they partner with the CEO and the promoter or board.
- Behavioural fit: decisiveness, how they hold leaders accountable, and how they handle conflict.
- Aspiration and personal goals: CEO ambition, timeline, location and family needs.
Ownership and COO fit
| Ownership type | What the COO role looks like | What we test for |
|---|---|---|
| Indian family or promoter business | Takes over operations from the founder or next generation. | Promoter chemistry, building systems, earning trust. |
| MNC subsidiary | Runs Indian operations within global standards. | Matrix reporting, process discipline, compliance. |
| Large listed company | Broad operating remit under board scrutiny. | Scale, governance, depth of leadership team. |
| PE-backed company | Delivers the operating side of the value creation plan. | Speed, margin and cash improvement, exit experience. |
Our process: a brief with the CEO, promoter or board that defines the CEO and COO split first, a mapped market of sitting COOs and operations leaders, discreet outreach, structured assessment and deep referencing. Typically 2 to 3 weeks (passive job seekers) from brief to offer, depending on location and how narrow the brief is.
Frequently asked questions
Do you help define the COO's scope?
Yes. We agree the split of duties with the CEO before the search starts.
Can the COO be a future CEO?
Often. We assess for it when the client wants a successor.
Do you search outside India?
Yes, including Indian leaders abroad who want to return.
Is the search confidential?
Fully. The client is named only to the shortlist.
See every leadership role we search for on our CXO hiring page, or explore our industry practices.