SVP – Corporate Development — Fleet-Operations Network

The mandate

The network intends to electrify vehicles serving urban delivery and managed fleets, but it does not possess every capability required. Charging development, power procurement, battery analytics, vehicle finance and residual-value channels each present build, buy, partner or contract choices. Individual teams have begun vendor discussions, creating overlap and occasionally treating a commercial agreement as a substitute for strategic ownership. The SVP will design and execute a coherent capability portfolio.

The role influences approximately 1,000 employees and partners across fleet, energy, technology, finance and country operations. It owns corporate-development strategy, transaction origination, business cases, diligence, negotiation and post-close value governance. Integration remains with named operating sponsors, but the SVP is accountable for proving that the proposed owner, resources and milestones exist before any deal reaches approval.

Electrification assets have long lives while technology and policy move quickly. An acquisition may accelerate capability but concentrate equipment or integration risk; a joint venture may reduce capital yet weaken customer control. The executive must make these consequences visible and resist doing deals merely because strategic urgency has made organic progress feel slow.

Competition and subsidy rules add another transaction dimension. Charging sites, vehicle supply and energy contracts can create exclusivity or local market power that looks advantageous in the investment model but limits later interoperability. The SVP will test merger-control, state-aid and tender implications before agreeing preferred access. Any public funding assumption must identify eligibility, clawback, reporting and change-of-control conditions rather than appear as unconditional deal value.

Why this seat is open

The board approved a planned new corporate-development position alongside the fleet transition strategy. Existing M&A resources are group based and cannot devote the required sector depth. Appointment before the next capital round will give the successful candidate authority to review current discussions and halt premature exclusivity.

What you will own

• Translate the electrification road map into capability gaps and explicit build, buy, partner or outsource decisions.
• Originate targets and partners across charging, energy, fleet technology, financing and asset lifecycle without relying on banker flow.
• Build transaction cases using route demand, utilisation, interoperability, capital, regulatory and downside evidence.
• Lead commercial, technical, cyber, environmental, labour and integration diligence with named accountable specialists.
• Negotiate governance, data, intellectual-property, performance, funding and exit rights appropriate to each structure.
• Secure operating sponsors and Day One plans before recommending approval.
• Track value against the investment case after close, escalating when integration or market evidence invalidates assumptions.
• Develop a small team capable of independent sector judgement and disciplined confidential execution.

The first 12 months

In 90 days, inventory all active discussions, map capability needs and assess whether current counterparties solve the priority constraints. Review any exclusivity, break fees or data-sharing exposure. Present a sequenced corporate-development agenda and terminate conversations that lack strategic fit or integration ownership.

By month six, advance at least two structures through full diligence, including one non-acquisition alternative, and establish a board decision template with explicit counterfactual. Complete integration readiness for any recommended transaction and create value-tracking governance with finance. Engage works councils or employee representatives at the legally appropriate point.

At twelve months, close or contract at least one capability transaction within approved risk and value ranges, with all critical conditions and operating owners in place. Avoid at least one proposed capital commitment through partnership or organic evidence. Post-close or post-signature milestones should be at least 90% on time, no undisclosed data or cyber issue should emerge, and forecast value should remain reconciled to the board case.

What the board will measure

• Strategic capability obtained relative to the best credible counterfactual.
• Diligence quality and early surfacing of technical, regulatory or integration downside.
• Capital and risk allocated appropriately between acquisition, partnership and contract.
• Clear ownership and realised milestones after signing.
• Confidentiality, competition and employee-consultation discipline.
• Team independence from advisers and willingness to stop attractive but weak transactions.

The person

You have 22–28 years in corporate development, principal investing, strategy or business leadership and have completed transactions in fleet, mobility, energy, infrastructure or connected technology. You can evaluate hardware-and-software economics and have worked across European regulatory and employee contexts.

Your completed portfolio should exceed €500 million in enterprise value, committed capital or directly accountable scope, with integration influence across at least 700 employees and partners. The board will examine a transaction you did not pursue, a diligence finding that changed structure and whether benefits survived after advisers left. Pure execution experience without strategic counterfactual judgement will not meet the standard.

The role is onsite in Amsterdam with European travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

Base compensation is €240,000–320,000 plus annual incentive linked to strategic fit, decision quality, transaction value, integration readiness and leadership. The permanent role is onsite in Amsterdam and reports to the Group Chief Executive or appointed sponsor. Notice up to six months can be supported within the transaction calendar.

Confidentiality

The operator, targets, advisers, counterparties and live discussions are confidential. Diligence materials are reserved for candidates who establish fit, clear conflicts and sign an undertaking. Figures and scenarios are generalised; applicants must not approach market participants to identify possible transactions.