Interim Senior Vice President — Enterprise Transformation (Regulated Services)

A transformation executive who has had to prove benefits first

The strongest candidates for this seat will have held a role where public accountability required evidence before any benefit could be claimed. That discipline, refusing to book a saving until operations can show it, is the core of the appointment. The transformations you have run sat inside organisations of at least $385 million in revenue and 2,000 people, spread over two or more countries. Faced with partial operating data, you have made a call that could be undone, then firmed it up as the numbers came in, rather than waiting for a certainty that never arrives.

Integration experience is examined most directly, alongside professionalisation and succession. Strategy formation is expected at level 4; the value case, the adoption of change and PMO governance are each expected at level 3. A board decision is where your accountability starts rather than ends, through to the slow work of closing transformation exceptions, and you can tell the Board Strategy Committee what is still unknown without using that as a reason to stand still. One dissenting country head does not get a veto over stopping a programme, and you will own the outcome for all 12 months.

Where thesis, integration and continuity meet

The seat carries executive authority to join the thesis on which a deal or programme was approved, the integration work meant to realise it, and the continuity of a regulated service that cannot stop while either happens. In practice that means deciding which transformation choices sit centrally and which limits stay in local hands, and choosing the measures that funding, capacity and control decisions must satisfy. It means ruling on whether each commitment continues, waits or closes, refusing any plan that leaves cost or risk without someone to own it, and declining investment cases that assume adoption, ignore dependencies or skip the downside. You will sign off the leadership structure, decide how issues escalate, and settle disagreements between the Board Strategy Committee and the people running operations before budgets or staff are locked in.

The tension is real. A deal thesis rewards speed; continuity rewards caution. The value of the role lies in deciding, step by step, which of the two should win, and in being able to show the committee why.

A twelve-month arc

Within the first ninety days, one agreed framework should tie together the deal thesis, the integration plan and the thresholds for operating continuity as the basis for transformation decisions. By month nine, each integration commitment should have been reviewed against the original thesis, with any that lacked a credible adoption or downside case declined. By month 12 transformation leadership and the route for escalation should be in place, and operating continuity should have held throughout the transition out of the interim period.

Committee, audit chair, executives, board

You will first speak with the Board Strategy Committee by private video as week one begins. The Audit Committee Chair follows in the third week, looking at how benefits are evidenced and controlled. In the fifth week you meet in person a group of executive leaders, one from each function, and the full board of directors in the seventh week. Within three working days of each, we send you our assessment in writing.