Interim Country Managing Director — Controls (Energy and Utilities)

Growth that the operation can carry

Growth plans in energy and utility services are bounded by things that do not appear on a revenue chart: the capacity of assets, the time it takes to secure connections and approvals, and the availability of skilled field teams. A plan that respects those limits is less exciting on paper and far more likely to be delivered. The Interim Country Managing Director is appointed to build that kind of plan for the country and to lead it, reporting to the Investment Committee.

The work starts with honesty about constraints. Which ones are genuinely fixed, which can be relieved by investment, and which are habits presented as constraints? A good managing director tests each one with the people closest to it before committing the country to a number.

The executive authority behind the plan

This is interim executive authority. You will draw the country's decision rights, with defined limits for local leaders, and tie investment, capacity and control decisions to tested limits on assets, connections and field teams. You decide which inherited commitments proceed, which are paused and which end, and you can stop any initiative that quietly loads its cost or risk onto an asset or field team that never agreed. You can decline investment cases that say nothing about take-up, operating dependency or the downside. You approve the country's leadership roles and escalation rules, work through disagreements between the committee and the field and asset heads, and set the rhythm on which the board sees growth progress, exceptions and unresolved choices.

The country across 12 months

When the first ninety days are complete, the country growth plan should be rebuilt around tested operating constraints, with accountable leaders and investment thresholds agreed with the Investment Committee. Around month nine the growth initiatives the constraints cannot support should be on hold or closed, and controls over new commitments should be in place. By month 12 the country should be growing within limits it has proven, with a leadership team and escalation routes able to sustain the plan.

A managing director with a record of restraint

The businesses behind your record had revenue of $770 million or more and 1,500 people in three countries, and in one of them you reset decision rights, budgets and operating rhythm during an ESG transition. You have brought a contested downside before an investment committee at full strength, and you can point to a well-liked growth commitment you closed, the evidence for closing it and the capacity that released. The Investment Committee will examine ESG transition, professionalisation and succession in your record, and wants strategy formation at level 4, supported by level 3 in P&L ownership, in risk judgement and in operating cadence. A growth commitment can be stopped before every region of the country agrees, and the outcome for the full 12 months is yours to own.

Constraints tested in four rooms

Each stage asks how you would test a growth plan against its constraints, beginning in the first week with the Investment Committee, in confidence and over video. The Risk Committee Chair takes it further in a working session in week three. Week five brings you in person before an executive panel covering the main functions, and the directors as a full board have the final say in the seventh week. Our written response follows each stage within four working days.