CIO – Enterprise Platforms — Renewables Construction Book

The mandate

A multinational renewables contractor runs regional project controls, procurement, document management, safety, claims and finance across overlapping platforms. Local workarounds have multiplied, duplicated cost and broken the line between field event, contractual notice and financial forecast. During a safety-and-claims reset, the board needs a CIO Enterprise Platforms who can simplify the estate while preserving live construction and creating trustworthy operational evidence.

The technology perimeter supports approximately AED 25,900 million in projects and operating assets and 1,600 employees and material partners. Accountability spans enterprise architecture, applications, data, integration, infrastructure, cyber partnership, delivery, vendors, service management and technology talent. Business executives own process and records; the CIO owns platform integrity, information flow and whether technology decisions reduce rather than relocate operational risk.

The problem is not a conventional systems replacement. Projects are at different stages, use joint-venture and client tools, and must retain contractual records. A rapid standardisation could interrupt approvals or destroy evidential lineage. The CIO must decide what to consolidate, federate, contain and retire based on work, control and exit requirements.

Safety and claims provide the first end-to-end test. An observation, instruction, design revision, delay and cost event may currently travel through separate tools and identifiers. The future platform must preserve authority and privilege while allowing leaders to see connected exposure before positions harden.

Why this seat is open

The incumbent is leaving through an accelerated but professional transition. Interim leaders protect production services, but the reset cannot remain divided among application and regional teams. This urgent replacement is expected within six to eight weeks. No concealed cyber event, claim outcome or conduct finding prompted the succession.

What you will own

• Set the target platform architecture and explicit retirement sequence.
• Connect project, safety, document, commercial and financial evidence.
• Protect live delivery through migration, integration and resilience controls.
• Govern data ownership, retention, access and contractual lineage.
• Reset vendor economics and internal product accountability.
• Develop platform, data and delivery leaders with verified successors.

Architecture will follow bounded domains. Project schedule, cost, procurement, workforce, safety, quality, documents and claims need agreed systems of record and shared identifiers. The CIO will prevent a central data layer from becoming another uncontrolled copy. Interfaces will publish ownership, latency, error handling and reconciliation; manual transfers will be measured until removed or deliberately retained.

Migration choices will be project-specific. A near-complete asset may remain on a contained legacy environment through handover, while a new programme can adopt the target stack. Each decision will show service risk, control debt, data preservation, support cost and contractual constraints. Decommissioning requires evidence that records are accessible, retention is met and dependent spreadsheets or partner feeds have been addressed.

The safety-and-claims thread will be designed with users. Site teams need fast capture and feedback; investigators require protected evidence; commercial leaders need timely notices; counsel may need privilege. The platform will maintain these distinctions while linking event identifiers and dates. Automation can detect missing steps or patterns, but cannot determine legal liability or encourage teams to under-report inconvenient events.

Vendor governance will move from licence negotiation to outcome ownership. Contracts will state service, integration, data export, security, transition and key-person obligations. The CIO will challenge customisation that recreates obsolete processes and shelfware justified by future ambition. Internal product owners must understand construction work and carry adoption, control and lifecycle budgets.

Delivery assurance will use incremental releases with rollback and field validation. Benefits will include retired cost, reduced reconciliation, faster decision flow and control effectiveness, not log-ins alone. Cyber and resilience leaders will test privileged access, remote sites, third parties, recovery and ransomware scenarios throughout the programme rather than at launch.

The first 12 months

Within 75 days, the CIO will inventory critical platforms, map the safety-to-claim evidence chain and assess leadership. The sponsor will receive a contain, converge, replace or retire decision for the 20 highest-cost or highest-risk components.

By month eight, two project cohorts should use shared identifiers across safety and commercial evidence, three duplicate services should enter retirement, and priority integrations should have named control owners. Vendor and internal product scorecards will show cost, reliability, adoption and exit readiness.

At year-end, duplicate platform run cost should fall 15%, critical reconciliation breaks improve 30% and 90% of material safety-and-claims records trace through controlled lineage. Priority service availability should exceed 99.9%, with no high-severity migration incident and tested succession for 70% of pivotal technology roles.

What the board will measure

• One trustworthy evidence chain from field event to financial exposure.
• Lower platform duplication without project interruption.
• Controlled records suitable for claims and asset handover.
• Vendor and product ownership across the full lifecycle.
• Strong technology leadership and operational credibility.

The person

You are a CIO, enterprise-platforms executive or technology transformation leader with 22–28 years of experience. You have held accountable scope above AED 15,000 million and led at least 1,125 people. Your record includes complex construction, infrastructure or asset platforms where records, joint ventures, remote sites and live migrations mattered.

The board will test a consolidation you deliberately slowed to protect operations, a system retirement with defensible data lineage and a technology change that improved commercial or safety control. You must understand architecture without using it to avoid business decisions. References should confirm outcomes after transition, not only programme launch.

This onsite Dubai role requires regular field, partner and regional travel. The CIO will work visibly with construction, commercial, safety and finance leaders.

Compensation and terms

Fixed compensation is AED 1.9–2.7 million plus annual incentive and LTI. Measures cover simplification, service, evidence control, vendor economics, delivery safety and succession. Long-term terms follow standard vesting and the confirmed enterprise-platform scope.

Confidentiality

The client, projects, systems, incidents, claims and vendors are confidential. Identifying detail is released only after qualification and an undertaking. Rounded scale and composite circumstances protect the organisation from inference.