EVP – Operations Transformation — Consumer Broadband Franchise

The mandate

The franchise invests substantially in access and capacity, yet customers continue to experience missed installations, repeat faults and unstable in-home performance. Network plans emphasise utilisation and technical thresholds, while service teams see household wiring, customer equipment, appointment and local access problems that do not always qualify for capital. Field operations resolve individual cases through dispatch and replacement, but recurring causes are not consistently converted into investment priorities.

The EVP – Operations Transformation will join network, field and customer operations around the complete broadband experience. The remit includes installation, repair, field service, network-service operations, customer equipment lifecycle, workforce and partner capacity, operational excellence and service-investment governance. Network engineering retains design and technical authority; commercial teams own proposition; finance controls capital. The EVP must convert customer failure patterns into funded operational and network choices.

This planned new appointment is not a mandate to transfer all investment authority to operations. It is intended to improve the evidence and decision interface. The executive must distinguish problems caused by access capacity, local plant, equipment, installation quality, Wi-Fi environment, scheduling or customer communication and ensure the response matches the cause.

Scope and operating context

Based onsite in Singapore, the role influences approximately 850 employees and material partners across Singapore and a wider international region. Direct and matrix teams span service operations, field delivery, installation, repair, network assurance, customer equipment, partner management and transformation. Contractors provide material field and specialist capacity.

The operating system crosses central network, local access, premises and home environment. A network test can pass while the customer's service remains poor; a replacement device can mask an unresolved line issue; and repeat dispatch may result from incomplete diagnosis rather than difficult customers. The EVP will establish end-to-end ownership without asking one function to control every asset.

Geographic and housing conditions vary. Multi-dwelling buildings, landlord access, older premises, weather and local contractor markets affect installation and repair. Common service standards should be preserved, while operating methods reflect genuine local constraints.

First-year agenda

The first one hundred days will trace representative installation and fault journeys. The EVP will analyse missed appointments, first-time completion, repeat contact and dispatch, diagnostic accuracy, equipment replacement, local network incidents, partner performance and cost. Field visits and technician observation will test system classifications against actual work.

The executive will then create a failure taxonomy and investment bridge. Issues will be grouped by controllable cause, customer consequence, recurrence, geography and available intervention. Network capital proposals should include service and fault evidence; operational changes should state when they cannot compensate for asset constraint. Joint forums will decide the highest-value actions.

Installation will receive an end-to-end reset. Order validation, premises readiness, appointment, inventory, technician skills, access, activation and customer education must align. The EVP will improve pre-visit information and exception routing so scarce field time is not consumed by predictable failure. Partners will be measured on completed stable service, not visit volume.

Repeat faults and in-home performance will form a second workstream. Diagnostic tools, history and decision support should help care and field teams identify likely causes and avoid unnecessary equipment swaps. Where Wi-Fi coverage or customer setup affects experience, the proposition and guidance must be truthful. Customers should not be told the network is working when the paid service remains unusable.

Investment reprioritisation will begin in several high-failure areas. Options may include access remediation, capacity, equipment, proactive maintenance, contractor capability or local operating changes. Each intervention will measure customer outcome, recurrence, cost and capacity released. By year-end, priority cohorts should show fewer repeat contacts and dispatches and more reliable installation.

Leadership responsibilities

The EVP will chair service-investment and operations forums, ensuring network, care, field and finance use one evidence base. Decisions must state the failure cause, intervention, expected result and owner. Disputes about classification may not delay customer remedy indefinitely.

The role will build field and service capability. Technician certification, diagnostic skill, partner governance, supervisor quality, roster and succession will be reviewed. The EVP will ensure productivity measures do not encourage short visits, premature closure or unsafe work.

Technology adoption is part of the remit but not the starting point. New diagnostics, scheduling or automation must fit field workflow, improve decisions and retire older work. The executive will hold vendors and internal teams accountable for adoption, reliability and total cost.

Measures of success

The executive committee will review installation lead time, appointment success, first-time completion, repeat fault, repeat contact, dispatch, mean time to restore, equipment replacement, network incidents and service cost. Measures will be segmented geographically and by cause.

Investment outcomes include customer failure reduced, operational capacity released, repeat work avoided and capital delivered against evidence. Partner and workforce measures cover skill, safety, quality and recurrence. Closing tickets faster without stable customer service will not count as improvement.

Candidate profile

Candidates should bring 22–28 years of operations leadership in broadband, telecommunications, utilities, field service or another installed network business. They must have led installation, repair and network-service operations across regions and influenced material capital decisions.

The board will seek examples of changing network investment through fault evidence, improving first-time completion, reducing repeat dispatch and governing contracted field work. Candidates should understand access networks, customer equipment, diagnostics, scheduling and in-home service sufficiently to connect technical and operational causes.

The successful EVP will be data-led and field-present. They must challenge engineering averages, service anecdotes and contractor claims and communicate practical trade-offs to the board. Experience across varied housing and partner environments is valuable.

Compensation and appointment terms

The expected base range is SGD 420,000–570,000, with annual incentive and long-term participation tied to service and enterprise value. Final terms will reflect comparable field scale, network depth and current arrangements. Any relocation or forfeited-remuneration provision will be considered during final appointment discussions.

Confidentiality

The franchise is unnamed because service gaps, partner performance and investment changes are sensitive. Detailed network, customer and operational information will be disclosed only after identity, conflict and confidentiality checks. Applications must anonymise fault data, contractor terms and unreleased investment plans from other organisations.