SVP – Digital and Customer Platforms — Aftermarket Services Business

The mandate

An aerospace aftermarket business is redesigning a supply network whose asset histories, part availability, repair status and customer commitments sit across local systems and restricted environments. Customers cannot see dependable status without manual reconciliation, while suppliers receive incomplete configuration context. The incumbent digital leader will depart through planned succession; the replacement SVP will create one governable service journey.

Approximately 1,175 employees and material partners work across engineering support, maintenance, material, logistics, customer operations, digital, cyber and supply from Munich. The SVP owns digital product, platform strategy, architecture, delivery, adoption and customer technology, reporting to the Group Chief Executive or nominated sponsor. Security, export, airworthiness and release authorities remain with authorised specialists.

The primary digital product is an asset-specific service state. Tail or serial identity, configuration, hours or cycles, modification, work scope, material, repair, release and shipment must connect. The platform will prevent teams from promising a part or completion date that does not apply to the asset's approved configuration.

Technical-data access requires design, not manual caution. Customers, suppliers and employees have different rights by programme, nationality, agreement and purpose. The SVP will establish role- and context-based access, watermarking, monitoring and expiry. A user authenticated to the platform is not thereby authorised to every drawing.

Parts availability must include suitability. Inventory quantity alone ignores effectivity, condition, shelf life, certification and reservation. Digital services will show the evidence needed to decide whether material can support a work order. Automated substitution requires authorised engineering review.

Supplier collaboration should reduce uncontrolled exchange. Repair vendors, distributors and logistics partners need secure work scope, status, evidence and exception routes. The SVP will replace email and file transfer where practical, while providing a controlled alternative for partners unable to use the primary platform.

Customer experience will be honest about uncertainty. Estimated completion depends on inspection findings, engineering decisions and parts. The platform should distinguish confirmed, forecast and blocked status, identify the next decision and update when evidence changes. A polished date unsupported by the constraint damages trust.

Repair documentation and release evidence require traceability. Records must link to configuration, work performed, authorised sign-off and customer delivery. The platform will support correction without overwriting history. Digital convenience cannot weaken airworthiness or quality records.

Classified or specially controlled work may remain in segregated environments. The architecture should exchange only approved status or metadata where full integration is prohibited. The SVP will resist creating insecure bridges for executive dashboard completeness. Operational leaders can make portfolio decisions without accessing protected technical detail.

Reliability must reflect operational consequence. Outage of customer status differs from loss of work instruction or material traceability. Service objectives, recovery and fallback will be set by function. Backlogs and transactions must reconcile after restoration.

Cyber and supplier risk are intertwined. External access, vulnerable legacy equipment and maintenance laptops create exposure. The SVP will implement segmentation, device trust, least privilege and incident response with business continuity. Security controls should remain usable in hangar and field conditions.

Platform migration will be phased by product and customer pathway. Historical records, open work orders, reservations and permissions need reconciliation. Decommissioning requires evidence that active obligations moved and archives remain retrievable. Parallel running should have purpose and expiry.

Adoption will be measured through reduced status calls, fewer wrong-part exceptions, faster supplier decisions and customer promise accuracy. Log-ins are insufficient. Product teams will work beside technicians, planners and customers and own outcomes after release.

The successor must capture architecture, vendor and customer knowledge from the incumbent. Internal product and engineering leaders will gain independent operational responsibility before handover completes.

What you will own

• Secure aftermarket digital product and platform strategy.
• Asset, configuration, part and work-state architecture.
• Context-based technical-data access.
• Supplier collaboration and customer status.
• Airworthiness record traceability.
• Reliability, cyber and operational continuity.
• Migration, adoption and platform economics.
• Digital leadership and succession.

The first 12 months

Within 45 days, trace priority customer journeys, identify status unsupported by configuration evidence and complete incumbent knowledge transfer. Secure uncontrolled supplier exchanges.

By month six, release asset-specific material and repair status for selected programmes, implement context-based access and run recovery tests. Begin controlled legacy retirement.

At twelve months, reduce manual customer status reconciliation by 60%, wrong-part or effectivity exceptions by 40% and supplier decision lead time by 30%. Critical platforms should meet 99.95% availability, with every migration reconciling open work, controlled access and release evidence and no unauthorised technical-data disclosure.

What the sponsor will examine

• Service status linked to exact asset configuration.
• Available inventory proven suitable for use.
• Technical access constrained by context and purpose.
• Customers seeing uncertainty and next decisions.
• Protected programmes integrated only to authorised extent.
• Adoption changing service work rather than log-ins.

The person

You bring 22–28 years in digital product, platform or technology leadership within aerospace, aviation services, defence or another controlled asset environment. Your record includes aftermarket journeys, configuration data, supplier platforms, cyber security and major migration.

Candidates must show how digital status improved customer promise accuracy and how they constrained integration to protect technical data. The permanent role is onsite in Munich with international customer and supplier engagement. Security and export eligibility applies.

Compensation and terms

Base compensation is EUR 285,000–390,000 plus annual incentive and long-term participation linked to customer accuracy, adoption, supply flow, security and leadership. The permanent onsite Munich role reports to the Group Chief Executive or nominated executive-committee sponsor. Planned replacement enables structured incumbent handover.

Confidentiality

The business, customers, assets, configurations, technical data, suppliers, platforms and security controls remain confidential. Further information follows eligibility, conflicts and signed confidentiality. Applicants must not contact aerospace operators or service providers to infer the client.