SVP – Product and Markets — Industry-Solutions Business

The mandate

An industry-solutions portfolio no longer maps cleanly to customer economics. Some products carry extensive model and delivery cost for narrow use, while stronger propositions are obscured by overlapping offers and market language. Adoption after initial deployment varies considerably. The SVP – Product and Markets will reshape the portfolio around customer value, repeatability and lifecycle profit rather than maintaining every historical product line.

The role covers approximately US$700 million in AI product and services revenue and about 200 employees and material partners across the USA, San Francisco and the wider operating region. Its remit connects product management, sector strategy, market intelligence, commercial packaging and lifecycle decisions across several customer, product and delivery clusters. Model-cost escalation now exposes choices that were previously hidden by growth.

Portfolio focus is the central challenge. The organisation must decide which industry problems justify dedicated products, which capabilities belong in a common platform and which customer requests should be declined or priced as exceptional work. Adoption and value evidence should influence the roadmap as strongly as launch milestones. Every funded proposition needs a credible path to contribution after model, support and change costs.

Why this seat is open

This is an urgent replacement after an accelerated leadership transition. Interim oversight preserves near-term product decisions, but rising model cost cannot remain under divided accountability. The board intends to complete a permanent appointment within six to eight weeks, treating predecessor circumstances professionally. The onsite San Francisco role supports international relocation and reports to the Group Chief Executive or designated executive committee sponsor.

What you will own

You will create a product and market fact base covering target customer, problem severity, adoption, retention, price, gross contribution, model consumption and delivery effort. Portfolio labels must give way to comparable evidence. Shared capabilities need explicit internal economics, and customer-specific variations require an owner and expiry rather than automatic addition to the core roadmap.

Using that baseline, you will increase investment in propositions with genuine market pull and lifecycle value, repair a limited number with a credible route and retire those that cannot clear agreed gates. Decisions should account for contractual obligations, customer migration and talent. The board expects stop choices as well as new launches.

Product-market partnership must improve. You will align sector insight, customer discovery, sales qualification and roadmap decisions. Commercial teams need packaging and pricing that reflect consumption and implementation. Product leaders should participate in major opportunity qualification when commitments would create architecture or service consequences.

Adoption is an owned outcome. Instrument product use, identify barriers and connect customer-success learning to release priorities. The 200-person employee and partner perimeter requires leaders capable of managing full lifecycle economics, not isolated feature throughput. Successors and cross-functional development should reduce dependency on a few product veterans.

The first 12 months

In the first 90 days, review portfolio economics and customer evidence at proposition level. Examine adoption cohorts, model consumption, delivery effort, renewal and lost opportunities. Assess leadership and resolve immediate pricing or roadmap commitments that could deepen uneconomic exposure. Bring the board a portfolio map, investment gates and clear early decisions.

Between months four and nine, reallocate capacity, simplify overlapping offers and launch pricing or architecture interventions that address model cost. Execute customer-safe retirement or migration plans where needed. Demonstrate measurable improvement in adoption or lifecycle contribution for a priority proposition and fill key leadership gaps.

At year end, the business should show tighter portfolio focus, stronger adoption and clearer lifecycle profitability. The following product plan must reconcile market demand, customer value, model capacity, delivery and talent. A three-year scenario should include downside responses if usage, cost or willingness to pay diverges from assumptions.

What the board will measure

First-year portfolio delivery should finish within 10% of approval, with probable variance exposed before quarter close. Forecasts for three successive quarters must align revenue, cash, customer adoption, model capacity and people. A selected driver of model-cost escalation should improve quantitatively from a clean baseline with accountable data ownership.

The highest-impact customer and portfolio risks must close on authorised dates and remain closed under subsequent evidence. Critical product-talent retention should reach at least 90%, while ready-now succession should cover 70% of direct reports. Any severe escalation older than 30 days needs an explicit decision, and material surprises may not be excluded from governance.

The person

You are an SVP Product, Product Line GM or Commercial Product Head with 22–28 years in AI, enterprise software, cloud, data infrastructure, analytics, applied research or an adjacent product business. You have owned at least US$800 million in P&L, budget, book or portfolio and led at least 200 people.

Your experience includes reshaping a product portfolio when customer economics changed. You can show investments increased, propositions stopped, customers migrated and improvements in adoption or contribution. The board will test how you resolved tension between field demand and durable product value. References should confirm your direct choices and results sustained across reporting periods.

Compensation and terms

The expected package is US$320,000–420,000 base plus annual incentive, calibrated to final scope and current mix. Any long-term participation follows normal performance and vesting conditions. Notice up to six months can be accommodated. The appointment offers regular exposure to the board and investment committee.

Confidentiality

The company, product portfolio and predecessor details remain confidential until reciprocal interest is established under an undertaking. Published facts are composite and are not intended to identify a named enterprise.