Chief Product Officer — Grocery And Convenience Platform

The mandate

The platform's digital experience has grown through features, promotions and delivery options, but it does not always reflect the physical reality of grocery shopping. Customers can build baskets around products that later become unavailable, substitution preferences are too broad for the difference between ingredients and household staples, and fulfilment choices appear without their effect on timing or cost. Store colleagues resolve ambiguity manually, while digital teams optimise conversion before cancellations, refunds and service are visible.

The Chief Product Officer will lead the customer-product system that connects digital discovery with store and fulfilment execution. The remit includes product strategy, customer journeys, search and discovery, basket, substitution, checkout, fulfilment choice, account, experimentation, product operations and experience design. Technology leaders own engineering architecture; commercial teams own assortment and price; operations owns availability and fulfilment. The CPO is accountable for turning those inputs into coherent products with measurable customer and enterprise value.

This planned new role is not a mandate to maximise digital share. Some missions are better served in a store, and digital products should support that relationship through lists, availability, navigation, receipts or service. The board wants the right journey at sustainable economics, not channel migration celebrated without understanding total demand and work.

Scope and operating context

Based onsite in Singapore, the CPO will influence approximately 1,975 employees and material partners across Singapore and a wider international region. Direct teams will include product directors, product managers, design, research, experimentation, product analytics and operations. Engineering, store operations, supply, merchandising and customer care are critical matrix partners.

Grocery journeys vary by mission. A planned household shop values completeness and acceptable alternatives; a convenience mission values speed and certainty; fresh shopping depends on quality judgement; and repeat replenishment can benefit from memory without assuming preference. One product flow should not force identical choices onto all of them.

Store inventory is probabilistic at item level because of shrink, breakage, timing and in-store demand. A digital promise must express that uncertainty honestly while improving it through process and data. Substitution can preserve a meal or create frustration depending on dietary need, brand, size and price. Product design must give customers useful control without requiring them to configure every line.

First-year agenda

The first one hundred days will trace representative missions from planning and search through basket, pick, substitute, delivery or pickup, refund and repeat. The CPO will review behavioural data, research, store observation, care contacts and full order economics. The diagnostic will identify where product choices create manual store work, fragmented parcels, low-quality baskets or avoidable customer contact.

The executive will then define a mission-based product strategy. Core capabilities—product information, inventory confidence, basket, preference, fulfilment options, payment and order state—will support journeys configured for household, convenience, fresh and repeat needs. Roadmaps will state the customer problem, operational dependency, expected economic effect and evidence required to continue.

Availability and substitution will be early priorities. The product should use confidence and timing to decide when to show, limit or qualify an item. Customers should be able to express category-specific preferences, dietary or price boundaries and no-substitute choices. Pickers need clear guidance and an escalation route. Outcomes will be measured through acceptance, completion and repeat, not substitution rate alone.

Basket and fulfilment economics will become visible in product choices. The CPO will test how thresholds, slots, consolidation, pickup and scheduled delivery affect mission completion and contribution. Nudges should help customers make useful choices rather than add unwanted filler or conceal fees. Product and finance teams will agree complete economic measures before experiments launch.

Store-connected products will receive dedicated attention. Lists, digital receipts, product location, pickup and service can reduce effort without converting the full transaction online. The CPO will select journeys where store and digital interaction creates measurable value and ensure colleagues have tools and training before release.

By year-end, priority missions should show higher completed baskets, fewer avoidable substitutions and contacts, and better contribution after fulfilment. The product organisation should have stopped low-value roadmap items, established clear decision ownership and created evidence that can guide expansion across markets without assuming identical shopping behaviour.

Leadership responsibilities

The CPO will own product portfolio choices, discovery quality, adoption and outcome measurement. They will chair prioritisation with commercial, operations and technology leaders, making dependencies and displaced work visible. Product teams cannot declare success at release or conversion if store and care teams carry the unresolved consequence.

The executive will build a product profession grounded in customer observation and operational truth. Researchers and product managers should spend time in stores, picking and service environments. The CPO will assess leaders, strengthen succession and create product-operations capability that supports launches, feedback and retirement.

Experimentation requires discipline. Tests will define population, duration, operational readiness, economics and stopping conditions. Customer fairness, accessibility and privacy will be reviewed before launch. Results that improve one metric while degrading complete orders or trust must be reported without selective interpretation.

Measures of success

The executive committee will review completed-basket rate, availability confidence, substitution acceptance, cancellations, refunds, customer contacts, repeat, pickup readiness and fulfilment choice. Economics include contribution per completed mission, pick and delivery cost, basket density and store work. Digital conversion alone will not be a primary success measure.

Product health will include adoption, task completion, experiment quality, roadmap throughput, defect and retirement of weak features. Colleague effort and accessibility will be measured alongside customer behaviour. Benefits will be jointly owned with the operational or commercial executive whose process changed.

Candidate profile

Candidates should bring 22–28 years of product and general-management experience in grocery, retail, e-commerce, delivery platforms or another high-frequency customer business. They must have led substantial digital-product portfolios connected to physical operations and held accountability for customer, operational and economic outcomes.

The board will seek examples of improving substitution or inventory promise, redesigning fulfilment choices through full economics and building a digital feature that strengthened rather than displaced store value. Candidates should understand experimentation, product operations, accessibility and international localisation.

The successful CPO will be customer-led without being channel-ideological. They must challenge a commercial feature that creates store complexity, challenge operations when poor data limits the experience and make trade-offs clearly to the board. Visible engagement with front-line colleagues is essential.

Compensation and appointment terms

The anticipated base range is SGD 420,000–570,000, with annual incentive and long-term participation linked to customer and enterprise outcomes. Final terms will reflect relevant product scale, grocery depth and current arrangements. Relocation and responsible treatment of forfeited awards will be considered through an individual process.

Confidentiality

The platform is unnamed because product weaknesses, operating economics and the new leadership seat are sensitive. Detailed journey and roadmap information will be shared only after identity, conflict and confidentiality review. Applications must not contain customer data, proprietary experiments, source information or unreleased products from another organisation.