Divisional Chief Financial Officer — Subscription-Mobility Portfolio

The mandate

Following two years of uneven execution, the board is addressing a division requiring independent economics before a strategic transaction within a multinational-owned technology-enabled mobility and transport platform. The immediate arena is the subscription-mobility portfolio during a unit-economics reset. For mandate 424, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Divisional Chief Financial Officer operating perimeter covers approximately £6,300 million in gross bookings and fleet portfolio, with activity spanning several subscription-mobility portfolio customer, product and delivery clusters rather than a single asset. The Divisional Chief Financial Officer Mobility remit carries direct influence over roughly 950 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Divisional Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the subscription-mobility portfolio. The Divisional Chief Financial Officer Mobility seat must resolve a unit-economics reset, while preserving the underlying strengths of the subscription-mobility portfolio. For mandate 424, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Divisional Chief Financial Officer’s first year on the subscription-mobility portfolio is expected to end with stand-alone controls, value visibility and transaction readiness. In mandate 424, 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 Divisional Chief Financial Officer — Subscription-Mobility Portfolio seat. The incumbent continues to lead the subscription-mobility portfolio 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 unit-economics 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 Divisional Chief Financial Officer value-creation thesis for the subscription-mobility portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £6,300 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Divisional Chief Financial Officer Mobility organisation of about 950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the subscription-mobility portfolio economics and execution constraints created by a unit-economics reset, with Divisional Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Divisional Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the subscription-mobility portfolio; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 424.
• Build the Divisional Chief Financial Officer’s three-year succession and capability plan for the subscription-mobility portfolio, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the subscription-mobility portfolio baseline, meet the 30 stakeholders most consequential to a division requiring independent economics before a strategic transaction, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Divisional Chief Financial Officer portfolio and organisation choices for the subscription-mobility portfolio, 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 subscription-mobility portfolio trend against stand-alone controls, value visibility and transaction readiness, 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 Divisional Chief Financial Officer’s agreed first-year subscription-mobility portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Divisional Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the subscription-mobility portfolio’s operating, cash, customer and people assumptions.
• Closure of the Divisional Chief Financial Officer mandate’s highest-priority subscription-mobility portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical subscription-mobility portfolio talent and ready-now successors for at least 70% of the Divisional Chief Financial Officer’s direct reports.
• A quantified Divisional Chief Financial Officer-owned improvement in the subscription-mobility portfolio operating constraint behind a unit-economics reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 424: 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 Divisional CFO, Business CFO or Finance Director in a multinational-owned Mobility or adjacent enterprise. In relation to the subscription-mobility portfolio, your Divisional Chief Financial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from mobility, logistics, automotive, travel technology or consumer platforms will be considered where the operating model, customer stakes and governance intensity match this Divisional Chief Financial Officer brief.

As a Divisional Chief Financial Officer candidate, you bring 22–28 years of progressive Mobility 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 £3,650 million and led an organisation of at least 675 people.

For mandate 424, the board wants two transitions: a difficult subscription-mobility portfolio portfolio choice and a leadership-system change during a unit-economics reset. As the prospective Divisional Chief Financial Officer for this subscription-mobility portfolio, you must challenge optimistic cases and still create followership. References for mandate 424 must distinguish your contribution from the institution around you.

The Divisional Chief Financial Officer must be based in London; international relocation is supported, but this Mobility role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Divisional CFO, Business CFO or Finance Director, with direct exposure to a board, investment committee or equivalent Mobility governance forum.
• Proven Divisional Chief Financial Officer ownership of at least £3,650 million and leadership of no fewer than 675 employees in a comparable subscription-mobility portfolio context.
• One completed Mobility or adjacent-sector example of a division requiring independent economics before a strategic transaction with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks Divisional Chief Financial Officer-level subscription-mobility portfolio consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 424.

Compensation and terms

The anticipated Divisional Chief Financial Officer package is £290,000–390,000 base + annual incentive and LTI, calibrated to the final subscription-mobility portfolio scope and the candidate’s current mix. Any long-term participation for mandate 424 follows standard vesting and performance conditions. The Divisional Chief Financial Officer appointment in London, centred on the subscription-mobility portfolio, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 424.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 424. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 424.