CMO – Growth and Brand — Aftermarket And Services Unit

The mandate

A recent strategy review exposed growth investment spread across channels without clear incrementality within a privately held multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a working-capital release. For mandate 492, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CMO – Growth and Brand operating perimeter covers approximately ¥8,350 billion in manufacturing and commercial portfolio, with activity spanning several aftermarket and services unit customer, product and delivery clusters rather than a single asset. The CMO – Growth and Brand Manufacturing remit carries direct influence over roughly 2,350 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a CMO – Growth and Brand who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The CMO – Growth and Brand Manufacturing seat must resolve a working-capital release, while preserving the underlying strengths of the aftermarket and services unit. For mandate 492, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CMO – Growth and Brand’s first year on the aftermarket and services unit is expected to end with efficient demand, brand salience and a common growth scorecard. In mandate 492, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the CMO – Growth and Brand — Aftermarket And Services Unit seat. The incumbent continues to lead the aftermarket and services unit through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a working-capital release is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the CMO – Growth and Brand value-creation thesis for the aftermarket and services unit, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ¥8,350 billion in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the CMO – Growth and Brand Manufacturing organisation of about 2,350 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the aftermarket and services unit economics and execution constraints created by a working-capital release, with CMO – Growth and Brand-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CMO – Growth and Brand operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Prove incremental commercial contribution using controlled evidence, not only reach, activity or brand awards in mandate 492.
• Build the CMO – Growth and Brand’s three-year succession and capability plan for the aftermarket and services unit, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the aftermarket and services unit baseline, meet the 30 stakeholders most consequential to growth investment spread across channels without clear incrementality, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CMO – Growth and Brand portfolio and organisation choices for the aftermarket and services unit, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable aftermarket and services unit trend against efficient demand, brand salience and a common growth scorecard, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the CMO – Growth and Brand’s agreed first-year aftermarket and services unit value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A CMO – Growth and Brand forecast that remains decision-useful across three consecutive quarters and reconciles the aftermarket and services unit’s operating, cash, customer and people assumptions.
• Closure of the CMO – Growth and Brand mandate’s highest-priority aftermarket and services unit risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical aftermarket and services unit talent and ready-now successors for at least 70% of the CMO – Growth and Brand’s direct reports.
• A quantified CMO – Growth and Brand-owned improvement in the aftermarket and services unit operating constraint behind a working-capital release, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 492: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a CMO, Growth Officer or Regional Marketing Vice President in a privately held Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your CMO – Growth and Brand track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from industrial manufacturing, engineering, chemicals, automotive components or process industries will be considered where the operating model, customer stakes and governance intensity match this CMO – Growth and Brand brief.

As a CMO – Growth and Brand candidate, you bring 22–28 years of progressive Manufacturing or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of ¥4,850 billion and led an organisation of at least 1,650 people.

For mandate 492, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a working-capital release. As the prospective CMO – Growth and Brand for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 492 must distinguish your contribution from the institution around you.

The CMO – Growth and Brand must be based in Osaka; international relocation is supported, but this Manufacturing role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of CMO, Growth Officer or Regional Marketing Vice President, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven CMO – Growth and Brand ownership of at least ¥4,850 billion and leadership of no fewer than 1,650 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of growth investment spread across channels without clear incrementality with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks CMO – Growth and Brand-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Osaka location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 492.

Compensation and terms

The anticipated CMO – Growth and Brand package is ¥38–50 million base + annual incentive, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 492 follows standard vesting and performance conditions. The CMO – Growth and Brand appointment in Osaka, centred on the aftermarket and services unit, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 492.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 492. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 492.