Chief Data Officer — Electric-Mobility Platform

The mandate

The platform operates across several cities where teams cannot agree on active vehicles, productive charging, customer cohorts or capital employed. Hardware vendors, fleet systems and finance use different identifiers and time conventions. City operations changes risk deleting or stranding the very data needed to settle contracts, learn from investments and support future claims.

The Chief Data Officer will lead an approximately 925-person employee-and-partner perimeter through data engineering, governance, analytics, data product and embedded business teams. Technology leaders own applications and infrastructure; finance owns reported results; this executive owns definitions, lineage, quality and responsible access that let those systems agree. The role has authority to stop a portfolio paper whose decision data cannot be reproduced.

Data must serve specific decisions. The board needs city and cohort returns; operations needs available assets and chargers; customers need accurate usage and energy records; sustainability needs defensible factors. The CDO will prioritise those products and retire dashboards that produce activity without accountable action.

City contraction creates privacy and retention complexity. Driver, customer, telematics and location data have different purposes and legal periods. The appointee must design archive, deletion, access and restoration around obligations rather than keep everything indefinitely or erase evidence prematurely.

The data organisation itself must change with the footprint. Analysts embedded in exiting cities hold definitions and workarounds that central teams may not know exist. The CDO will inventory critical knowledge, select what should become governed enterprise logic and retire local transformations with evidence. People transitions need fair assessment and documented handover so metric continuity does not depend on retaining an obsolete organisation indefinitely.

Why this seat is open

The rationalisation decision was delayed by incompatible evidence, creating an urgent, unplanned executive need. Data leaders exist within functions but no one holds enterprise authority. The new role begins before the first city close so its owner can define evidentiary and retention requirements rather than repair gaps afterwards.

What you will own

• Define authoritative vehicle, battery, charger, customer, contract and city records with accountable owners.
• Reconcile portfolio and cohort economics across operations, commercial and finance.
• Build decision-grade data products for utilisation, charging, service, cash and capital allocation.
• Establish lineage and version control for energy and sustainability evidence.
• Create data closure plans for withdrawing cities, including retention, deletion, archive and tested restoration.
• Govern sensitive location, driver and customer access through purpose, consent and minimisation.
• Improve data contracts with vehicle, charging and platform vendors and secure continuity or exit rights.
• Build data leaders who work inside decisions and challenge misuse, not merely run central pipelines.

The first 12 months

In 90 days, reconcile three city cohorts from vehicle purchase through utilisation, charge, customer revenue and cash. Identify definition conflicts and source gaps, then establish interim portfolio measures. Set exit-data requirements before systems or teams decommission and present the board with a prioritised data-product and governance plan.

By month six, implement authoritative identifiers and common measures in priority retained cities, migrate the board portfolio review and complete the first controlled city archive. Introduce access and vendor-data controls and remove high-cost reports whose decisions are unclear. Independent sampling should compare physical assets and commercial records with published data.

At twelve months, reconcile 99% of active fleet and charging assets to authoritative records, reduce board metric disputes to zero unresolved at meeting close, and bring portfolio data within two working days of operating events. Complete every planned city data transition without material retention or privacy failure. At least A$100 million of capital decisions should cite governed cohort evidence, and redundant data run cost should fall by 15%.

What the board will measure

• Portfolio and cohort facts stable across finance, operations and commercial use.
• Capital choices demonstrably changed by trusted data.
• City exits completed with lawful retention, deletion and retrieval.
• Energy and sustainability evidence with source and version lineage.
• Privacy and vendor-data control across sensitive mobility information.
• Adoption, cost and leadership of data products tied to named decisions.

The person

You have 18–22 years in data leadership for mobility, energy, telecom, fintech or another high-volume connected-asset platform. You have reconciled physical, event and financial records and governed data during product or market closure. You are willing to publish uncertainty rather than manufacture precision.

Your experience should include at least 650 employees and partners and data supporting more than A$750 million of assets, transactions or revenue. You can identify a capital decision changed by your evidence, a metric you retired and a privacy boundary you enforced. Board-level decision support and Australian privacy familiarity are required.

The role is onsite in Sydney, includes operating-site travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

Base compensation is A$520,000–700,000 plus annual incentive and long-term incentive linked to decision evidence, quality, privacy, portfolio execution, cost and leadership. Based onsite in Sydney, the permanent appointment reports directly to the Group Chief Executive or the executive sponsor named for the portfolio reset. Appointment urgency may support early transition planning; notice up to six months can be considered.

Confidentiality

The platform, cities, data architecture, vendors and portfolio analysis are confidential. Detailed access follows fit, conflict and privacy checks and a signed undertaking. Figures and operating facts are composite; candidates must not approach data providers, employees or investors to identify the company.