Interim Regional Chief Product and Technology Officer — Delivery

A product leader who treats security as a product decision

We are looking for someone who does not see cyber resilience as a separate track run by a separate team, but as one of the trade-offs every product and technology leader makes daily, alongside customer commitments and operating cost. You have made technology choices inside technology or digital platforms where waiting cost something measurable, and you can point to occasions when your evidence moved engineers, money or leadership focus. You can name a well-supported product commitment you brought to an end, the evidence that justified it and what the freed engineers went on to build.

The businesses behind that record each turned over at least $340 million, had 600 people or more and worked across seven countries or more. The board weighs ESG transition, digital transformation and turnaround. Risk judgement at level 4 is the defining capability, because ranking a security risk against a customer deadline is a risk judgement before it is a technical one. Each of data and AI governance, product delivery and scalable architecture is expected at level 3.

Security, product and cost under one authority

Executive authority comes with the appointment, which reports to the Technology Committee Chair. You will set the regional thresholds for product and technology decisions that stay with local leaders, and decide what evidence a request for budget, engineers or a relaxed security control must bring across the seven countries. Inherited product and security commitments stand only if you confirm them. You can stop a proposal that leaves a security exposure with someone who never accepted it, and decline an investment case that cannot show customers will use the result, the systems it needs, or the cost of a breach or failure. You approve how product and technology leadership is organised and how issues rise, settle disputes with the people running operations, and decide how often the board is briefed on progress, exceptions and choices still pending.

The heart of the work is ordering. Resilience projects compete with features customers are waiting for and with operating improvements the business needs. A strong leader ranks them on one list, so the trade-off is visible, and asks the people who accept a residual risk to do so in writing.

One ranked list, then a habit

That single ranking is the first ninety days' output: cyber resilience priorities set against operating and customer priorities, settled with the Technology Committee Chair, with someone accountable for each. Around month nine resilience work should be delivered in the agreed order, and every residual cyber risk accepted explicitly by the person who owns it and reported to the committee. By month 18 resilience should be part of ordinary product and technology planning, so that customer, operating and security priorities are weighed together by default rather than by intervention.

Ranking under scrutiny

Selection takes three weeks. It begins in week one with a confidential video meeting with the Technology Committee Chair. Week two is a working case from the Audit Committee Chair: a set of competing security and product demands to rank and defend. In week three you sit down in person with the investment committee to discuss how resilience spending would be justified. You will have our answer in writing within 4 working days of each stage.