Department: Information Technology,Location: Head office, Kolkata,Reports to: CEO,Team: IT Network / Hardware & Access Manager (IT Central Support under him) Product Engineer 4,Dotted line: Site IT Support at the sites functional, through the IT Network / Hardware & Access Manager.Every process in the Company Master is to run on a system by 31 March 2027, mostly on Crystals own tools. The Tech Lead will own the IT function and every in-house tool: The tools stay up and correct, every release is safe, and the knowledge to run them sits in documentation, not in one developer's head.Responsibilities:Run the functionThe request queue is prioritised weekly with each tool owner; every feature, change and bug sits in a release - nothing reaches a developer directly,P1 and P2 turnaround times are published and met; every bug and integration failure is closed with its cause,Every integration is listed with an owner and a developer,No release reaches production without the tool owner's sign-off, updated documentation and a rollback plan; only the Tech Lead deploys,Every in-house tool outage is owned until restored, root cause logged within 3 days; any cyber incident reaches the CEO the same day.The 31 March buildEvery process on the Implementation List runs on a system by 31 March 2027; build vs plan reaches the Program Lead and CEO weekly,Sprints run every two weeks on developer estimates, process engine first, each piloted at one large and one small site,The process engine has an owner and backup developer, a configuration backlog and a published turnaround once a process is signed,Every build runs from the Master's spec - governance tracker entry, second-developer code review, owner test sign-off, signed handover,No control - checker, approval, gate - is released without a test that tries to bypass it; every merge touching a control is reviewed,Every need is assessed build vs buy - process engine, then a tool, then buy - with at least two options compared for the CEO.Service to sites and functionsLegacy data is cleaned, loaded and checked by the tool owner at each go-live; developers give first-line app support through each support window,Each tool is IT-ready before go-live - users trained by the Training & Content Specialist, access loaded by the IT Network Manager,Usage per tool per site is reported monthly from system logs, with workarounds seen; gaps reach the owning function head,IT sets the standard, tools and calendar for Site IT Support at every site and co-rates them with the Site Lead.Security, data and auditThe security standard - patching, firewall, incident response - is set and reviewed yearly; the IT Network Manager runs it,Cloud admin accounts are named with 2FA; no configuration change takes effect without a ticket and a backup before and after,The backup and restore standard is set; the half-yearly restore drill result reaches the CEO with gaps and dates,The held processes start once the seat is filled: external IT and cyber audit reporting to the CEO, data retention, personal-data protection with Legal.Money, vendors and assetsThe IT budget - devices, links, cloud, licences, AMCs, contract developers - is built with the IT Network Manager and spend explained monthly,Contract developers work to the code policy - company GitHub only, no keys in code, coding tools on company accounts,All code, documentation and cloud accounts sit on company accounts, never personal ones.Knowledge and reviewEvery tool has an owner and backup developer and passes the quarterly pick-up test from its pack alone; gaps close within two weeks,The one-page IT pack goes out in the first week of each month for the CEO's IT review; actions are logged with owners and dates,One measurable IT improvement is delivered each quarter, chosen from the IT review.Leading the teamEvery team member knows their role card, monthly targets and priorities; the weekly team review is held as set in the Meetings Master,Each direct report has a monthly one-on-one - progress, honest feedback, help where stuck,Performance is reviewed on the PMS calendar, on evidence; weak performance gets an improvement plan early, not at appraisal,Every direct report has a development plan that is worked on - coaching on the job, training, stretch work,Strong performers are recognised and kept; every critical seat, including this one, has a ready backup,Open seats are filled with HR and new joiners inducted well; attendance, conduct and discipline are handled fairly and on time.
2 - 3 yrs
2.5 Lac/Yr
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