Acquisition-Thesis Realisation Command Leader

The mandate

The regional operating executive resigned six months after the third dealer acquisition closed. Legal entities report separately, integration trackers count policies and systems, yet the investment theses depended on higher machine uptime, broader parts availability, field-technician density, combined procurement and cross-border customer coverage. Nobody owns the complete operating mechanism, and local leaders protect familiar branches and supplier terms. A temporary command leader must convert thesis claims into operating decisions before another harvest cycle passes.

The leader must join within four weeks for fourteen months while the group recruits a permanent regional operator. The first 60 days reconstruct each thesis from board papers, establish baseline cohorts and contain service or inventory deterioration. Months three through eleven execute two harvest-season cycles and make footprint, parts, procurement and field-capacity choices. The final quarter proves persistence and inducts the successor through live customer and country decisions.

Handover is complete when every thesis claim has a controlled baseline, operating mechanism, owner, decision history and recurring evidence; common parts and field-service policies operate across all three acquisitions; branch and inventory choices are executed rather than deferred; and two seasonal cycles show customer and cash consequences. The permanent executive must inherit country charters, remaining dis-synergies, contested supplier positions and the next value decisions without relying on deal-team memory.

The interim may direct regional operations, reallocate field capacity and inventory, standardise service practices, negotiate qualifying supplier terms and approve integration actions up to CLP 4 billion. Branch closure, collective workforce change, permanent appointments, customer-contract novation, capital above delegation and legal-entity restructuring require group or board approval. The incumbent cannot revise acquisition accounting, deal price, tax structure or manufacturer franchise rights.

Transaction litigation, purchase-price accounting, ERP replacement, brand consolidation and further acquisitions are outside scope. The leader will preserve evidence and specify operating requirements for their owners but will not become deal adviser or technology-programme director. The assignment exists to realise and test the approved operating thesis, including transparent admission where a claimed synergy is no longer feasible.

Why this seat is open

A sudden regional departure exposed that deal teams had transferred tasks but not ownership of the value mechanisms approved by directors. Waiting for permanent recruitment would lose a second full agricultural season and make baseline attribution weaker. The board has granted time-bound operating authority so customer and asset outcomes can be recovered before a durable appointment.

What you will own

• Reconstruct each approved thesis claim into baseline cohort, operating mechanism, required decision, owner, clock and measurable consequence.
• Decide regional allocation of field technicians, critical parts and workshop capacity through two harvest seasons within approved limits.
• Standardise service diagnosis, uptime commitment, parts substitution and escalation where local variation has no manufacturer or customer basis.
• Execute supplier and inventory choices that release cash or improve availability while preserving franchise, quality and tax boundaries.
• Present branch, capital, workforce and unattainable-synergy decisions to the steering board with evidence and explicit alternatives.
• Track customer uptime, first-time fix, parts fill, technician productivity, inventory turns, procurement terms and cross-sell by baseline cohort.
• Induct the permanent operator through country charters, live exceptions, supplier positions, seasonal evidence and remaining thesis decisions.

Candidate qualifications

• Held regional operating authority through multiple dealer, distribution or industrial-service acquisitions across Latin America.
• Has converted acquisition theses into workshop, field-service, parts, procurement, footprint and customer decisions after legal close.
• Understands agricultural seasonality, machinery uptime, franchise obligations, technician capability and slow-moving critical inventory.
• Personally told a board that an approved synergy was infeasible and redirected the operating plan using source evidence.
• Can govern country executives without obscuring statutory, tax, manufacturer and local-customer accountability.
• Completed a successor handover after proving integration outcomes across at least two operating or harvest cycles.

Non-negotiables

• Available in Santiago within four weeks and willing to travel weekly across all four operating countries.
• Brings post-close operating authority in machinery or industrial service; transaction integration advisory alone is insufficient.
• Accepts board limits on branches, workforce, capital, legal entities, permanent appointments and manufacturer rights.
• Will disclose equipment manufacturers, dealers, suppliers, investors and transaction-adviser relationships before appointment.

1. 49 words maximum. Describe an acquisition synergy you declared infeasible after testing its operating mechanism post-close.
2. 49 words maximum. Confirm your Santiago start date and the largest multi-country dealer network you personally governed.
3. 49 words maximum. Which two measures best prove that combined parts operations improved customer uptime rather than shifted inventory?