Chief Strategy Officer — Renewables Construction Book

The mandate

The enterprise is entering a phase in which leadership must resolve strategy cycles producing choices without resource consequences within a privately held infrastructure developer and asset operator. The immediate arena is the renewables construction book during a public-private partnership expansion. For mandate 346, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Strategy Officer operating perimeter covers approximately AED 23,050 million in project and operating-asset portfolio, with activity spanning several renewables construction book customer, product and delivery clusters rather than a single asset. The Chief Strategy Officer Infrastructure remit carries direct influence over roughly 525 colleagues and third-party capacity.

The board and its investment committee want a Chief Strategy Officer who can convert ambiguity into a short list of explicit choices for the renewables construction book. The Chief Strategy Officer Infrastructure seat must resolve a public-private partnership expansion, while preserving the underlying strengths of the renewables construction book. For mandate 346, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Strategy Officer’s first year on the renewables construction book is expected to end with fewer priorities, explicit trade-offs and a funded execution path. In mandate 346, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Chief Strategy Officer — Renewables Construction Book seat following an accelerated leadership transition. Interim accountability is in place for the renewables construction book, but the board wants a permanent appointment within 6–8 weeks because a public-private partnership expansion cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Chief Strategy Officer value-creation thesis for the renewables construction book, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately AED 23,050 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Strategy Officer Infrastructure organisation of about 525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the renewables construction book economics and execution constraints created by a public-private partnership expansion, with Chief Strategy Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Strategy Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the renewables construction book; remove reconciliations that obscure accountability.
• Have converted strategy into explicit capital and resource choices and then tracked execution through board governance in mandate 346.
• Build the Chief Strategy Officer’s three-year succession and capability plan for the renewables construction book, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the renewables construction book baseline, meet the 30 stakeholders most consequential to strategy cycles producing choices without resource consequences, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Strategy Officer portfolio and organisation choices for the renewables construction book, 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 renewables construction book trend against fewer priorities, explicit trade-offs and a funded execution path, 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 Chief Strategy Officer’s agreed first-year renewables construction book value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Strategy Officer forecast that remains decision-useful across three consecutive quarters and reconciles the renewables construction book’s operating, cash, customer and people assumptions.
• Closure of the Chief Strategy Officer mandate’s highest-priority renewables construction book risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical renewables construction book talent and ready-now successors for at least 70% of the Chief Strategy Officer’s direct reports.
• A quantified Chief Strategy Officer-owned improvement in the renewables construction book operating constraint behind a public-private partnership expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 346: 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 Chief Strategy Officer, EVP Strategy or Corporate Development Head in a privately held Infrastructure or adjacent enterprise. In relation to the renewables construction book, your Chief Strategy Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from infrastructure, construction, utilities, transport assets or project finance will be considered where the operating model, customer stakes and governance intensity match this Chief Strategy Officer brief.

As a Chief Strategy Officer candidate, you bring 22–28 years of progressive Infrastructure 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 AED 13,350 million and led an organisation of at least 375 people.

For mandate 346, the board wants two transitions: a difficult renewables construction book portfolio choice and a leadership-system change during a public-private partnership expansion. As the prospective Chief Strategy Officer for this renewables construction book, you must challenge optimistic cases and still create followership. References for mandate 346 must distinguish your contribution from the institution around you.

The Chief Strategy Officer must be based in Dubai; international relocation is supported, but this Infrastructure role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Strategy Officer, EVP Strategy or Corporate Development Head, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven Chief Strategy Officer ownership of at least AED 13,350 million and leadership of no fewer than 375 employees in a comparable renewables construction book context.
• One completed Infrastructure or adjacent-sector example of strategy cycles producing choices without resource consequences with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from infrastructure, construction, utilities, transport assets or project finance; experience that is purely functional and lacks Chief Strategy Officer-level renewables construction book consequences will not meet the bar.
• Willingness to meet the Dubai location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 346.

Compensation and terms

The anticipated Chief Strategy Officer package is AED 1.3–1.8 million fixed + annual incentive, calibrated to the final renewables construction book scope and the candidate’s current mix. Any long-term participation for mandate 346 follows standard vesting and performance conditions. The Chief Strategy Officer appointment in Dubai, centred on the renewables construction book, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 346.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 346. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 346.