Interim General Manager — Contracted Service Performance

Delivery leadership and the contract reality

Examine selected contracts from customer requirement to operating evidence. Identify ambiguities in scope, unrecorded changes and service activities that have become customary without a clear commercial basis. Establish where performance failures arise from insufficient capacity, weak execution or commitments that require renegotiation.

Candidates should have managed a business or substantial service operation with contractual delivery accountability. They need experience handling customer escalation, performance recovery and the financial implications of service decisions. A background limited to contract negotiation or account management will not provide the full operating breadth.

Explain how you have corrected a service arrangement that could not be delivered sustainably under its existing assumptions. The assessment will consider the evidence used, customer communication and the changes made inside the operating organisation.

Restore service through accountable operating teams

Set contract-level recovery priorities and assign operational ownership. Align rostering, supplier commitments and support capacity with the service obligations. Establish a shared record of performance, variations and customer decisions that finance and delivery teams can both rely on.

Where service cannot be restored immediately, agree a credible interim position through authorised channels. Avoid masking a persistent failure with exceptional effort that cannot continue. Ensure managers understand when an issue requires executive escalation and when they have authority to resolve it directly.

Commercial records and permanent service ownership

Review the treatment of extra activity, disputed performance and potential deductions with commercial and finance leaders. Require forecasts to reflect supportable delivery assumptions. Specialist contractual interpretation belongs with qualified advisers; the general manager ensures their conclusions translate into practical operating decisions.

Leave stable service ownership, current delivery assumptions and a clear process for controlling changes. The role holds executive accountability within delegated contractual and financial limits, with major concessions or changes in exposure referred for approval.

Success means improved service reliability and a financial result that reflects the actual work delivered. Handover should include unresolved customer issues and their evidence, so that the next leader can continue the recovery without reconstructing the history from separate functional accounts.