Chief Supply Chain Officer — Urban-Mobility Marketplace

The mandate

The marketplace does not own most vehicles driven on its platform, yet electrification depends on vehicles, charging, finance, parts and service being available on terms drivers can use. Separate teams have negotiated manufacturer promotions, charging access and maintenance pilots without one view of geographic capacity, uptime or partner economics. Drivers bear the consequence when a promised vehicle or charger is unavailable. The Chief Supply Chain Officer will create an accountable ecosystem rather than a collection of announcements.

Approximately 750 employees and material partners fall within the perimeter across strategic sourcing, supplier quality, network planning, logistics, inventory, service partnerships and programme management. Marketplace operations owns driver engagement; finance owns funding structures; technology owns integrations. The CSCO owns supply capacity, contractual performance, traceability and continuity and must design decisions around independent-driver demand rather than corporate fleet assumptions.

The supply problem varies by city. Vehicle eligibility, utility interconnection, charging dwell, rental economics and workshop coverage differ. A national volume agreement can secure an attractive price while placing assets where they cannot work. The executive will use route and driver cohorts to sequence supply and keep commitments reversible until utilisation is proved.

Responsible supply matters beyond first-tier brands. Battery minerals, repair labour, charging construction and end-of-life carry environmental and workforce risk. Contracts need evidence, audit and remedy rights, with credible escalation rather than declarations that suppliers cannot substantiate.

Demand financing should not turn the marketplace into an undisclosed guarantor. Vehicle and charger providers may seek volume minimums or loss protection because individual drivers cannot sign long commitments. The CSCO will model who carries cancellation, credit and residual exposure and require explicit finance and board approval. Supplier terms must never be recovered through driver deductions that were absent from the partner proposition.

Why this seat is open

The board created an urgent new executive seat after a deployment review found no owner across vehicle, infrastructure and service capacity. Several negotiations are active and may be paused until the appointee reviews them. Interim procurement protects current operations, but expansion commitments require permanent authority.

What you will own

• Build city-level demand and capacity plans for eligible vehicles, charging, maintenance, parts and recovery.
• Negotiate manufacturer, lessor, utility, charging and service contracts with performance and exit protection.
• Establish supplier quality and uptime measures based on productive driver hours.
• Sequence commitments through pilots, options and staged volume rather than unsupported minimums.
• Create parts, warranty and repair capacity for selected vehicle cohorts before scale.
• Implement responsible battery, construction and labour due diligence through supplier tiers.
• Protect driver fairness in allocation, deposits, downtime and remedy with operations and finance.
• Develop supply and partner leaders capable of field validation and independent supplier challenge.

The first 12 months

In 90 days, inventory current commitments, map supply against suitable driver and route demand, and visit charging and service sites in four cities. Identify minimums, exclusivity or weak remedies that threaten economics. Present a staged ecosystem plan and renegotiation priorities before additional national volume is committed.

By month six, conclude first-wave vehicle, charging and maintenance structures in two cities, with common performance evidence and driver remedies. Qualify critical parts and service capacity, implement supplier-risk monitoring and run disruption scenarios for vehicle recall, charger outage and partner failure.

At twelve months, deliver agreed vehicles with at least 90% productive utilisation after ramp, charging-session success above 97% and repair turnaround 30% faster than pilot baseline. Reduce supply-caused lost driver hours by 40%, secure continuity for every top-tier dependency and complete responsible-supply review of all critical partners. Spend and committed capacity should remain within approved downside triggers.

What the board will measure

• Productive driver capacity created, not vehicles or chargers announced.
• Supply and service economics by city and cohort.
• Supplier uptime, warranty, repair and remedy performance.
• Fair driver outcomes during failure and allocation.
• Responsible supply and continuity through lower tiers.
• Contract flexibility and leadership as technology and demand evolve.

The person

You have 18–22 years in supply-chain leadership across automotive, charging, fleet, distributed energy or asset services. You have built a multi-party operating ecosystem rather than procured components alone. Experience serving independent operators, franchisees or small businesses is valuable.

Your background includes at least US$500 million in annual spend, commitments or assets and leadership of 500 employees and partners. You can show a volume deal you reduced, a supplier failure you contained and how end-user downtime changed contract terms. US vehicle, utility and responsible-supply exposure is required.

This onsite San Francisco appointment entails extensive supplier and city travel and reports to the Group Chief Executive or designated sponsor.

Compensation and terms

The base range is US$430,000–575,000 plus annual incentive and equity measured through productive capacity, uptime, cost, responsible supply, driver outcomes and leadership. This permanent role is onsite in San Francisco with significant travel and reports to the Group Chief Executive or designated sponsor. Notice up to six months can be considered against active negotiations.

Confidentiality

The marketplace, cities, suppliers, terms and deployment plans remain confidential. More detail follows relevance, conflicts and a mutual undertaking. Published scale and circumstances are blended; candidates must not contact manufacturers, utilities, charging firms or drivers to infer the client.