SVP – Product and Markets — Logistics Marketplace

The mandate

The marketplace is concentrating its direct operations in fewer Southeast Asian countries after learning that product scale does not automatically overcome fragmented carrier, address and customs systems. The existing road map is still organised around country requests. Teams repeatedly build local shipment types, payment methods and exception workflows, yet customers cannot receive a consistent regional tracking or claims experience. The SVP will connect market choice to product choice and deliberately reduce variation.

The remit spans approximately 500 employees and material partners across product management, design, market discovery, product operations and analytics. Engineering and country operations have separate leaders. This executive owns product-market fit, portfolio sequencing and adoption outcomes, with authority to decline local work that lacks a repeatable problem or acceptable strategic rationale.

The priority is not one identical experience everywhere. Cross-border documentation, cash-on-delivery and address quality legitimately differ. The task is to isolate those variations behind stable shipment, identity, pricing, tracking and claims domains so regional customers and carriers can operate predictably. Exiting markets also creates product obligations around data, balances and customer transition.

Adoption occurs in warehouses, loading areas and driver phones, often under poor connectivity and in several languages. Product discovery must include the employee who prints documents and the small carrier who accepts a job between other work. The SVP will set accessibility, offline and language principles and measure time-to-complete common tasks. A technically elegant regional flow that requires local support to finish every shipment has not achieved reuse.

External integrations need the same portfolio discipline. Large shippers and carriers connect through APIs, files and partner systems that may outlive a country's direct operations. The SVP will catalogue contractual dependencies, version commitments and data ownership before retiring a market feature. Transition plans must offer usable alternatives and prevent one strategic integration from becoming an indefinite veto on simplification.

Why this seat is open

Country rationalisation made the gap urgent and led to a newly approved role. Previous product ownership sat between a central CTO and country general managers, leaving portfolio trade-offs unresolved. The organisation wants an executive in place before annual road-map commitments and the next market transition begin.

What you will own

• Define priority customer journeys and carrier problems for retained markets, supported by behaviour, service and economic evidence.
• Convert market strategy into a product portfolio with explicit core, configurable and local-regulatory layers.
• Retire low-use features and country variants with complete user, data, contract and support transition.
• Establish product investment measures based on adoption, completed shipments, exception reduction and contribution.
• Build regional customer discovery that includes operations and smaller carriers, not only large account sponsors.
• Govern country requests through published criteria and time-limited exceptions rather than political escalation.
• Partner with engineering on domain boundaries and with operations on readiness and front-line adoption.
• Develop product leaders who own outcomes after launch and can say no with evidence.

The first 12 months

Within 90 days, map active products and variants to retained markets and customer journeys, identify the 20 largest exception causes and review usage of country-specific features. Recommend keep, combine, configure or retire decisions with transition cost. Establish one outcome scorecard and resolve product authority with country leaders.

By month six, release a common tracking and claims journey in two markets, retire the first low-value variants and complete product obligations for a withdrawing country. All new local requests should disclose repeatability, regulatory necessity and long-term ownership. Assign product operations to adoption problems rather than manual execution that disguises missing functionality.

At twelve months, reduce shipment exceptions attributable to product gaps by 30%, raise cross-market adoption of the common journey above 75% and retire 20% of addressable variants. Product-related support contacts should fall by 25%; at least 80% of engineering investment should support retained-market priorities; and no market exit should leave unresolved customer balances or inaccessible statutory records.

What the board will measure

• Product adoption and shipment outcomes in priority markets.
• Lower variation and support burden without ignoring legitimate regulatory needs.
• Responsible retirement and market-exit execution.
• Road-map capital concentrated on repeatable, economically meaningful problems.
• Working authority among product, engineering and country operations.
• Product leadership depth and evidence-led stakeholder management.

The person

You have 22–28 years in product, market or general management within logistics, marketplaces, payments, commerce or another multi-country transaction platform. You have reduced a product estate as well as expanded one, and understand how local regulation and operating behaviour shape software adoption.

Your relevant remit includes at least 350 employees and partners and a platform exceeding S$300 million in transactions, revenue or accountable portfolio. You can describe the feature you removed despite country resistance, the customer evidence you used and the support consequences. Regional Southeast Asian experience and sensitivity to smaller-carrier workflows are essential.

The role is onsite in Singapore with regular travel and reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

The role offers S$360,000–480,000 base plus annual incentive tied to adoption, portfolio focus, shipment performance, responsible retirement and leadership. This permanent appointment is onsite in Singapore and reports to the Group Chief Executive or selected executive sponsor. Notice periods up to six months can be evaluated against road-map timing.

Confidentiality

The marketplace, retained and withdrawing countries, customers and road map are restricted. Additional material follows relevance, conflicts and a mutual undertaking. Public details are rounded and combined to avoid identification; applicants should not seek confirmation through customers, carriers, investors or product employees.