Chief Product Officer — Low-Carbon Platform

The mandate

An institutionally backed low-carbon platform has assembled a broad portfolio of customer solutions, digital products and asset-linked services, but accountability remains distributed among venture, engineering, commercial and operating teams. Products continue to receive attention without a consistent view of user need, unit economics or lifecycle risk. The investment committee has paused further expansion until one executive can demonstrate what deserves capital and who owns performance.

The Chief Product Officer will lead across an AED 40,700 million operated asset and trading perimeter and influence roughly 1,350 employees and material partners. Product areas may include optimisation, energy management, carbon information, charging, distributed assets and partner-enabled services. An asset-integrity programme adds a crucial requirement: products that influence equipment or operating decisions must meet evidence and service standards appropriate to their consequence.

Based onsite in Abu Dhabi, the CPO reports to the Group Chief Executive or designated executive committee sponsor. The first-year task is to create portfolio coherence, product economics and customer adoption while making the ownership boundary between product, engineering, operations and ventures unmistakable.

Why this seat is open

This urgent new role was created because the integrity programme and capital pause cannot be governed through distributed product sponsorship. There is no former incumbent. Interim governance protects existing services, but it cannot make portfolio exits or appoint end-to-end owners. The board intends to progress from qualified shortlist to offer within six to eight weeks.

What you will own

• Build one portfolio view containing customer problem, active use, retention, revenue logic, lifecycle cost, integrity consequence, technical health and accountable owner for every material product.
• Segment products by maturity and consequence, applying different discovery, funding, assurance and service requirements rather than one governance process.
• Recommend which offers should scale, partner, combine, contain or stop; make stranded cost and customer exit obligations visible before decisions.
• Establish end-to-end product ownership from discovery through supported operation and retirement, clarifying interfaces with engineering, commercial, ventures and asset teams.
• Set pricing and unit-economic disciplines that recognise hardware, field support, partner fees, cloud consumption, service liability and customer acquisition.
• Embed asset-integrity and safety requirements into product discovery, release and incident governance wherever outputs influence physical equipment or operational action.
• Create customer research and adoption systems that distinguish contracted access, deployment, regular use, retained value and willingness to pay.
• Build a product leadership bench able to challenge senior sponsors, work with engineers and own commercial outcomes rather than manage roadmaps alone.

The first 12 months

The first 60 days should create a factual portfolio inventory and identify products operating without an accountable owner, active-user evidence or clear service obligation. Meet customers and frontline users separately from sales sponsors. Review incidents and workarounds where product output enters asset decisions. Recommend immediate containment for any integrity-sensitive ambiguity.

By day 100, present a portfolio segmentation and initial capital choices to the investment committee. Assign product leaders to the funded priorities, agree success and exit measures, and stop further feature commitment on offers awaiting a decision. Define a product operating model that preserves venture experimentation without exempting mature services from accountability.

Months four through eight should improve two priority customer journeys, validate pricing and remove low-value roadmap work. Integrate adoption, economics, reliability and integrity evidence in the same product review. Conclude partner or retirement routes for at least two non-core offers and protect affected customers through a controlled transition.

At twelve months, the portfolio should be smaller or more coherent, with capital concentrated on products demonstrating use and economic potential. Product leaders should own supported outcomes, the investment committee should receive decision-useful evidence and integrity-sensitive products should operate under explicit assurance and escalation.

What the board will measure

• One hundred per cent of material products assigned an end-to-end owner, lifecycle cost and board-approved maturity category within 90 days.
• At least 15% of product capital stopped or redirected from offers lacking sufficient customer, economic or integrity evidence.
• Active adoption improvement of 20% across the selected priority products, using behaviour and retention rather than deployments.
• Unit-economic baselines established for every scale-stage product, with variance explained through customer, service and technology drivers.
• All integrity-sensitive products operating with defined service thresholds, accountable technical authorities and rehearsed escalation routes.
• Two non-core products exited, partnered or combined without material customer disruption or unmanaged support liability.

The person

You are a Chief Product Officer, SVP Product or Product Business General Manager with 22–28 years in energy, climate technology, industrial software, utilities or another environment joining digital products to physical operations. You have pruned a visible portfolio, established product economics and improved adoption after launch.

The minimum scale is accountability for AED 23,600 million in P&L, book, budget or portfolio and leadership of at least 950 people. You understand discovery, pricing, lifecycle ownership, product operations and engineering trade-offs. You can explain when safety, integrity or service consequence requires stronger evidence than a normal software experiment.

This is an onsite Abu Dhabi appointment with international relocation support. The CPO must spend material time with customers, engineers, operations and capital sponsors.

Compensation and terms

Fixed reward for this appointment is expected at AED 1.9–2.7 million, accompanied by annual incentive and LTI. Final terms will reflect accountable perimeter and current mix; long-term participation carries normal vesting, performance and conduct provisions. Notice up to six months can be considered within the urgent mobilisation plan.

Confidentiality

The platform, investors, products, customers, integrity matters and portfolio decisions remain confidential. Identifying information follows qualification, mutual interest, diligence and an executed confidentiality undertaking.