Regional Chief Executive Officer — Renewables Construction Book

The mandate

A privately held infrastructure group has pursued utility-scale and distributed renewable projects across several regional markets. Bid volume grew, but development rights, grid access, contractor capacity and offtaker economics vary sharply. Uneven performance has left capital committed to projects with different probabilities of completion. A planned CEO succession must redefine the regional portfolio and recover delivery before another expansion cycle.

The Regional CEO will own approximately AED 20,900 million in projects and operating assets and 1,875 employees and material partners. Accountability spans regional P&L, portfolio, development, delivery, operations, customers, authorities, capital, partnerships and leadership. Functional executives retain technical and control authority. The CEO integrates their evidence into explicit scale, rephase, partner, monetise or exit choices.

Portfolio review will begin with rights and dependencies. Land, resource, permits, grid, offtake, equipment, financing, localisation and construction windows will be tested. A signed memorandum or preferred-bidder position is not equivalent to controlled development value. Each project will carry the next proof point, required cash and date when delay erodes the thesis.

Recovery must distinguish market movement from execution failure. Module price, interest, currency and power demand may change economics, while design, contractor or authority actions determine deliverability. The CEO will revise commitments openly and avoid protecting sunk capital through increasingly optimistic completion assumptions.

Why this seat is open

The incumbent will complete a planned four-to-six-month succession and supports a structured handover. No failed project or conduct matter prompted the change. Confidentiality protects live bids, employees and counterparties while candidates are assessed.

What you will own

• Re-underwrite the regional portfolio and choose scale, rephase, partner or exit.
• Restore project baselines, cost-to-complete and delivery authority.
• Strengthen offtaker, lender, authority and contractor governance.
• Align localisation and capability with genuine project demand.
• Protect operating assets and customer commitments through recovery.
• Build regional successors across development and execution.

Project baselines will reconcile design, procurement, access, civil work, grid interface, commissioning, claims and cash. Recovery dates need critical-path and resource evidence. Contractor support will have milestones and rights; damages do not substitute for completion capability.

Offtake and customer strategy will include payment security, curtailment, change, connection and termination. The CEO will not accept attractive headline tariffs while leaving grid or credit exposure unpriced. Partnerships must state contribution, authority, deadlock and exit before capital increases.

Localisation will be tied to work and learning. Regional supply can improve resilience and stakeholder value, but unqualified sources or duplicated capacity can delay delivery. The CEO will build capability where the portfolio supports durable demand and use partnerships elsewhere.

Operating assets require separate attention. Availability, safety, resource, maintenance, spares and receivables will remain visible while construction recovers. Cash extraction that weakens lifecycle condition is prohibited.

Regional workforce and community commitments will enter project choices. Construction peaks require accommodation, transport, supervision and heat-risk controls, while operating assets need durable local capability. The CEO will assess whether localisation promises correspond to actual work and time to proficiency. Partner and contractor incentives will not reward nominal local headcount unsupported by competence or retention.

Currency and supply exposures will be managed by project mechanism. Imported equipment, local civil work and long-term service have different hedging and indexation needs. The CEO will not use a regional average to conceal an individual project whose unhedged exposure or payment delay threatens completion.

Governance of minority and joint-venture projects will specify information, technical access and intervention rights. Economic exposure without sufficient delivery visibility will be reduced, repriced or escalated to the board.

The first 12 months

Within 90 days, the CEO will review the ten largest projects, stabilise liquidity and delivery exposure and assess leadership. The board will receive project theses, capital choices and an immediate recovery plan.

By month eight, three distressed projects should operate approved recovery, partnership or exit pathways, two operating assets should use revised lifecycle governance and priority counterparties should have recovery agreements.

At year-end, 90% of critical milestones should meet approved dates, completion-cash variance remain within 5% and operating availability meet contractual targets. At least AED 650 million of capital should be released, avoided or reallocated through verified portfolio decisions, with no material grid or offtake exposure left without an owner.

What the board will measure

• A regional portfolio grounded in controlled rights and delivery evidence.
• Project recovery without optimistic rebaselining.
• Strong counterparties, offtake and capital discipline.
• Reliable operating assets and responsible localisation.
• Credible regional leadership and succession.

The person

You are a Regional CEO, renewables president or infrastructure portfolio leader with 28+ years of experience. You have owned at least AED 12,100 million and led 1,325 employees. Evidence must include a project exit, a contractor or grid recovery and a regional portfolio reset after market assumptions changed.

This onsite Dubai role requires extensive project, customer, authority and lender travel. You combine regional relationship judgement with direct capital and delivery accountability.

Compensation and terms

Fixed compensation is AED 2.8–4.0 million plus annual incentive and LTI. Measures include delivery, capital value, operating performance, partnerships, leadership and succession. Final calibration will follow the confirmed regional perimeter.

Confidentiality

The group, projects, markets, counterparties and portfolio decisions remain confidential. Controlled details follow qualification and an undertaking. Dubai and rounded figures are non-identifying.