SVP – Corporate Development — Enterprise-Software Suite

The mandate

A recent strategy review exposed a board-approved inorganic agenda requiring disciplined execution within a multinational-owned enterprise technology and digital-products group. The immediate arena is the enterprise-software suite during a growth-stage governance reset. For mandate 132, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Corporate Development operating perimeter covers approximately €1,550 million in annual recurring revenue portfolio, with activity spanning several enterprise-software suite customer, product and delivery clusters rather than a single asset. The SVP – Corporate Development Technology remit carries direct influence over roughly 775 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a SVP – Corporate Development who can convert ambiguity into a short list of explicit choices for the enterprise-software suite. The SVP – Corporate Development Technology seat must resolve a growth-stage governance reset, while preserving the underlying strengths of the enterprise-software suite. For mandate 132, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Corporate Development’s first year on the enterprise-software suite is expected to end with proprietary pipeline, integration logic and value realisation. In mandate 132, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the SVP – Corporate Development — Enterprise-Software Suite seat. The incumbent continues to lead the enterprise-software suite through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a growth-stage governance reset is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the SVP – Corporate Development value-creation thesis for the enterprise-software suite, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €1,550 million in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Corporate Development Technology organisation of about 775 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-software suite economics and execution constraints created by a growth-stage governance reset, with SVP – Corporate Development-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Corporate Development operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-software suite; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 132.
• Build the SVP – Corporate Development’s three-year succession and capability plan for the enterprise-software suite, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the enterprise-software suite baseline, meet the 30 stakeholders most consequential to a board-approved inorganic agenda requiring disciplined execution, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Corporate Development portfolio and organisation choices for the enterprise-software suite, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable enterprise-software suite trend against proprietary pipeline, integration logic and value realisation, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the SVP – Corporate Development’s agreed first-year enterprise-software suite value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Corporate Development forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-software suite’s operating, cash, customer and people assumptions.
• Closure of the SVP – Corporate Development mandate’s highest-priority enterprise-software suite risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-software suite talent and ready-now successors for at least 70% of the SVP – Corporate Development’s direct reports.
• A quantified SVP – Corporate Development-owned improvement in the enterprise-software suite operating constraint behind a growth-stage governance reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 132: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a SVP Corporate Development, M&A Director or Strategy Executive in a multinational-owned Technology or adjacent enterprise. In relation to the enterprise-software suite, your SVP – Corporate Development track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from software, cloud services, digital platforms, IT services or technology-enabled business services will be considered where the operating model, customer stakes and governance intensity match this SVP – Corporate Development brief.

As a SVP – Corporate Development candidate, you bring 22–28 years of progressive Technology or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of €900 million and led an organisation of at least 550 people.

For mandate 132, the board wants two transitions: a difficult enterprise-software suite portfolio choice and a leadership-system change during a growth-stage governance reset. As the prospective SVP – Corporate Development for this enterprise-software suite, you must challenge optimistic cases and still create followership. References for mandate 132 must distinguish your contribution from the institution around you.

The SVP – Corporate Development must be based in Amsterdam; international relocation is supported, but this Technology role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of SVP Corporate Development, M&A Director or Strategy Executive, with direct exposure to a board, investment committee or equivalent Technology governance forum.
• Proven SVP – Corporate Development ownership of at least €900 million and leadership of no fewer than 550 employees in a comparable enterprise-software suite context.
• One completed Technology or adjacent-sector example of a board-approved inorganic agenda requiring disciplined execution with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks SVP – Corporate Development-level enterprise-software suite consequences will not meet the bar.
• Willingness to meet the Amsterdam location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 132.

Compensation and terms

The anticipated SVP – Corporate Development package is €240,000–320,000 base + annual incentive, calibrated to the final enterprise-software suite scope and the candidate’s current mix. Any long-term participation for mandate 132 follows standard vesting and performance conditions. The SVP – Corporate Development appointment in Amsterdam, centred on the enterprise-software suite, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 132.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 132. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 132.