SVP – Product and Markets — Electronics Portfolio

The mandate

Customer and operating evidence now point to a product portfolio that no longer maps cleanly to customer economics within a multinational-owned integrated automotive and components manufacturer. The immediate arena is the electronics portfolio during a warranty-cost challenge. For mandate 278, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Product and Markets operating perimeter covers approximately €9,400 million in regional revenue and programme portfolio, with activity spanning several electronics portfolio customer, product and delivery clusters rather than a single asset. The SVP – Product and Markets Automotive remit carries direct influence over roughly 1,075 colleagues and third-party capacity.

The board and its investment committee want a SVP – Product and Markets who can convert ambiguity into a short list of explicit choices for the electronics portfolio. The SVP – Product and Markets Automotive seat must resolve a warranty-cost challenge, while preserving the underlying strengths of the electronics portfolio. For mandate 278, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Product and Markets’s first year on the electronics portfolio is expected to end with portfolio focus, adoption and lifecycle profitability. In mandate 278, 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 SVP – Product and Markets — Electronics Portfolio seat following an accelerated leadership transition. Interim accountability is in place for the electronics portfolio, but the board wants a permanent appointment within 6–8 weeks because a warranty-cost challenge 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 SVP – Product and Markets value-creation thesis for the electronics portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €9,400 million in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Product and Markets Automotive organisation of about 1,075 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the electronics portfolio economics and execution constraints created by a warranty-cost challenge, with SVP – Product and Markets-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Product and Markets operating review across commercial, customer, financial, people, technology and risk outcomes for the electronics portfolio; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 278.
• Build the SVP – Product and Markets’s three-year succession and capability plan for the electronics portfolio, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the electronics portfolio baseline, meet the 30 stakeholders most consequential to a product portfolio that no longer maps cleanly to customer economics, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Product and Markets portfolio and organisation choices for the electronics portfolio, 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 electronics portfolio trend against portfolio focus, adoption and lifecycle profitability, 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 SVP – Product and Markets’s agreed first-year electronics portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Product and Markets forecast that remains decision-useful across three consecutive quarters and reconciles the electronics portfolio’s operating, cash, customer and people assumptions.
• Closure of the SVP – Product and Markets mandate’s highest-priority electronics portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical electronics portfolio talent and ready-now successors for at least 70% of the SVP – Product and Markets’s direct reports.
• A quantified SVP – Product and Markets-owned improvement in the electronics portfolio operating constraint behind a warranty-cost challenge, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 278: 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 SVP Product, Product Line GM or Commercial Product Head in a multinational-owned Automotive or adjacent enterprise. In relation to the electronics portfolio, your SVP – Product and Markets track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this SVP – Product and Markets brief.

As a SVP – Product and Markets candidate, you bring 22–28 years of progressive Automotive 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 €5,450 million and led an organisation of at least 750 people.

For mandate 278, the board wants two transitions: a difficult electronics portfolio portfolio choice and a leadership-system change during a warranty-cost challenge. As the prospective SVP – Product and Markets for this electronics portfolio, you must challenge optimistic cases and still create followership. References for mandate 278 must distinguish your contribution from the institution around you.

The SVP – Product and Markets must be based in Stuttgart; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of SVP Product, Product Line GM or Commercial Product Head, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven SVP – Product and Markets ownership of at least €5,450 million and leadership of no fewer than 750 employees in a comparable electronics portfolio context.
• One completed Automotive or adjacent-sector example of a product portfolio that no longer maps cleanly to customer economics with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks SVP – Product and Markets-level electronics portfolio consequences will not meet the bar.
• Willingness to meet the Stuttgart location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 278.

Compensation and terms

The anticipated SVP – Product and Markets package is €250,000–330,000 base + annual incentive, calibrated to the final electronics portfolio scope and the candidate’s current mix. Any long-term participation for mandate 278 follows standard vesting and performance conditions. The SVP – Product and Markets appointment in Stuttgart, centred on the electronics portfolio, 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 278.

Confidentiality

This search is being conducted without naming the client for mandate 278. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 278.