Interim Senior Vice President, Operations — Integration (Technology)

An operations leader who follows the outcome, not the organisation chart

The person we want asks, by instinct, who answers for the whole result rather than their own slice of it. You have led operations through regulatory remediation, where the account given to the board and the evidence on the ground had to be the same account, and you kept them together. Your baselines have held up when a chief executive questioned them and when the engineers and operators nearest the platform did too. You keep the controls that earn their keep, make every exception's real cost visible, and hand over more capable operating leaders than you found.

That record was built in technology or digital platforms, inside organisations turning over $740 million or more, with 1,200 or more people across seven or more countries. Alongside regulatory remediation, the board weighs professionalisation and succession. Operating cadence at level 4 is the core capability, with operating model, network footprint, and quality and safety each expected at level 3.

The decisions that will be yours

With the Group Chief Executive Officer as your line, you hold executive authority over operations for 12 months. The central question is accountability across handoffs. Where a supplier, a site and an internal team each touch a customer outcome, one person must own the result from start to finish, and contracts and reviews must say so. You will set which decisions remain with local leaders, fix the operating evidence that a site investment, a supplier renewal or a change in controls must rest on, and determine the future of each inherited commitment. A proposal that pushes cost or risk across a handoff to a party that never agreed to it can be rejected, and so can an investment case that does not say who will use what is bought, which suppliers or sites it relies on, or how it could fail. You approve how the operations team is organised, arbitrate when the Group Chief Executive Officer and site or supplier leads disagree, and decide how regularly the board sees progress, exceptions and decisions still awaiting a call.

In a member-owned business, operating decisions often need to be explainable beyond management, so the evidence you rely on should be legible to people who do not read operations dashboards for a living.

From an accountability map to supplier terms

By day ninety there should be an accountability map for suppliers and sites, settled with the Group Chief Executive Officer, that gives every end-to-end outcome a single person who answers for it. Around month nine, supplier and site performance should be reviewed against those outcomes rather than each party's private measures, handoff gaps should be closing, and contract owners should be answering for their exceptions. By month 12 that accountability should be written into supplier terms and site reviews, integration exceptions should be closed and a deeper bench of operating leaders should be in place.

Meeting the people who will judge the work

It begins in week one, with an introductory call by video, in confidence, with the Group Chief Executive Officer. Two weeks later, during week three, the Audit Committee Chair explores with you how supplier and site exceptions would be evidenced and reported. Week five is a face-to-face panel of executives drawn from each of the company's functions, and week seven a discussion with the directors as a whole board. We write to you with our view within 3 working days of each stage.