Tech Lead

• *Tech Lead**

• *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 Crystal’s 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 function*

• The 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 build*

• Every 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 functions*

• Legacy 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 audit*

• The 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 assets*

• The 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 review*

• Every 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 team*

• Every 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.

Pay: Up to ₹2,400,000\.00 per year

Benefits

• Health insurance
• Provident Fund

Application Question(s)

• What IT product and tool you have built personally, not by your team, only by you?
• Which warehouse or logistics operations have you built tools for?
• Walk me through the most complex tool you personally built from scratch. What did you write yourself — code, scripts, data model — and on what stack?
• Take one tool you built for operations. How did you gather the requirements, what architecture did you choose — front end, database, integrations, user access — and why?
• How big was the development team you managed and what were their roles? How did you run a typical week — planning, task assignment, code review, releases?
• What is your Current CTC per annum?
• What is your Expected CTC per annum?
• What is your Notice Period?

Work Location: In person