EVP – International Strategy — Analytics Organisation

The mandate

An international analytics organisation headquartered in Dublin serves markets with materially different data-residency, model-risk and customer requirements. Its chargeback prices common products by headcount and historic allocations, making reusable capabilities appear expensive in small markets while masking the cost of local duplication in larger ones. Several country CEOs now question both the strategy and the bill. The disagreement threatens the next investment cycle.

The EVP – International Strategy will shape choices across approximately 2,800 employees and partners and a services portfolio near €410 million. The role owns market segmentation, location logic, portfolio strategy, sponsorship and the strategic principles behind service economics. Finance owns the charging calculation; product leaders own delivery. The EVP must connect those disciplines so pricing encourages sensible reuse without overriding sovereignty or legitimate market differentiation.

The organisation needs a point of view about where analytics can be common, where it should be federated and where a local solution is unavoidable. The appointee must identify the data, regulatory, language and business-model facts behind each choice, expose exceptions that are merely comfortable and make expansion conditional on adoption and accountable value.

External data and model partnerships complicate that map. Universities, cloud providers and specialist vendors may offer capability across markets, yet their permitted data use, subcontracting and intellectual-property terms vary. The EVP will define when partnership creates strategic access and when it produces a dependency that the chargeback disguises. International strategy papers must account for exit, portability and the cost of recreating capability if a jurisdiction or supplier relationship changes. Procurement execution remains elsewhere, but the location and portfolio thesis must recognise those constraints before a market is promised a solution.

The strategy must anticipate regulatory divergence rather than respond after a product is built. The team will maintain scenarios for restrictions on automated decisions, cross-border access and explainability, then show which platform investments remain valuable across those scenarios and which depend on one fragile rule set.

Why this seat is open

The previous strategy leader resigned on short notice during the chargeback debate. Their deputy can maintain analysis but lacks authority with country CEOs and investment committees. This is an urgent replacement, with a six-to-eight-week target. The departure is not associated with the pricing disagreement or an undisclosed conduct issue.

What you will own

• Segment markets by decision needs, data constraints, regulation, economics and readiness for common products.
• Define strategic patterns for global, regional, federated and local analytics capability.
• Set principles for allocating enterprise foundations, variable consumption, sovereign requirements and elective customisation.
• Challenge local exceptions through evidence while defending those required by law, customer duty or material economics.
• Prioritise international expansion using sponsor commitment, adoption, capability and lifecycle value.
• Align locations and talent pools with portfolio choices rather than historic organisational ownership.
• Advise the executive committee on products to scale, combine, contain or retire.
• Rebuild the international strategy team and restore constructive relationships with country executives.

The first 12 months

In the first 75 days, the EVP will develop a market archetype map and reconcile the strategic assumptions in the current chargeback. Country CEOs will review the facts, not negotiate individual rates. The executive committee will select priority disputes where better strategy can change cost and operating design.

By month eight, revised patterns will govern at least three contrasting markets. One local capability should migrate to a common product, while one justified sovereign solution receives explicit funding and governance. Expansion cases will include adoption and exit thresholds, and location plans will reflect the target portfolio.

At year-end, 80% of analytics expenditure should align to approved international patterns, disputed strategic allocations should fall by half and duplicate local spend should reduce by 12%. Adoption of selected common products should improve by 20%, with no data-residency breach or forced migration contrary to documented market obligations.

What the board will measure

• Coherent international choices followed in product, location and funding decisions.
• Country challenge resolved through evidence rather than political exceptions.
• Reuse and duplication outcomes separated from accounting transfers.
• Respect for sovereign, regulatory and customer constraints.
• Restoration of strategy capability and credible succession below the EVP.

The person

You are an international strategy, analytics-business or global-platform executive who has reconciled common scale with market sovereignty. You have worked directly with country CEOs and investment committees and can translate regulation and data architecture into business choices. Pure planning experience without implementation consequences is insufficient.

You bring 22–28 years of experience and have governed strategy for at least €235 million across an organisation of 1,950 people or more. Evidence should include a local exception you defended and another you removed. The committee will seek decisions that changed investment, location or product ownership.

The appointment is onsite in Dublin with frequent international travel.

Compensation and terms

The base range is €230,000–300,000 with annual incentive. Performance will cover strategic adoption, resolved market choices, verified reuse, economic clarity and team depth. Cost allocation alone is not value. Final terms depend on current mix and relevant scale, with full diligence despite the accelerated appointment.

Confidentiality

The countries, products, regulatory questions and employer remain undisclosed. Detailed international strategy information follows qualification and a signed undertaking. Applicants should not connect the Dublin location or approximate scope with a named analytics centre.