EVP – International Strategy — Water And Utilities Business

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed infrastructure developer and asset operator. The immediate arena is the water and utilities business during a public-private partnership expansion. For mandate 327, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – International Strategy operating perimeter covers approximately S$27,600 million in project and operating-asset portfolio, with activity spanning several water and utilities business customer, product and delivery clusters rather than a single asset. The EVP – International Strategy Infrastructure remit carries direct influence over roughly 1,725 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – International Strategy who can convert ambiguity into a short list of explicit choices for the water and utilities business. The EVP – International Strategy Infrastructure seat must resolve a public-private partnership expansion, while preserving the underlying strengths of the water and utilities business. For mandate 327, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – International Strategy’s first year on the water and utilities business is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 327, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The EVP – International Strategy — Water And Utilities Business requirement was not included in the approved hiring calendar. It became urgent after a public-private partnership expansion created an immediate need for one accountable owner of the water and utilities business. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the EVP – International Strategy value-creation thesis for the water and utilities business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately S$27,600 million in project and operating-asset portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Infrastructure organisation of about 1,725 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the water and utilities business economics and execution constraints created by a public-private partnership expansion, with EVP – International Strategy-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – International Strategy operating review across commercial, customer, financial, people, technology and risk outcomes for the water and utilities business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 327.
• Build the EVP – International Strategy’s three-year succession and capability plan for the water and utilities business, reducing dependence on individual executives and improving mobility across the wider Infrastructure organisation.

The first 12 months

• Days 1–90: Validate the water and utilities business baseline, meet the 30 stakeholders most consequential to international expansion that lacks explicit market-entry gates, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – International Strategy portfolio and organisation choices for the water and utilities business, 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 water and utilities business trend against capital-efficient entry, partnership choices and timely exits, 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 EVP – International Strategy’s agreed first-year water and utilities business value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – International Strategy forecast that remains decision-useful across three consecutive quarters and reconciles the water and utilities business’s operating, cash, customer and people assumptions.
• Closure of the EVP – International Strategy mandate’s highest-priority water and utilities business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical water and utilities business talent and ready-now successors for at least 70% of the EVP – International Strategy’s direct reports.
• A quantified EVP – International Strategy-owned improvement in the water and utilities business operating constraint behind a public-private partnership expansion, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 327: 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 EVP Strategy, International Development Head or CSO in a institutionally backed Infrastructure or adjacent enterprise. In relation to the water and utilities business, your EVP – International Strategy 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 EVP – International Strategy brief.

As a EVP – International Strategy 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 S$16,000 million and led an organisation of at least 1,200 people.

For mandate 327, the board wants two transitions: a difficult water and utilities business portfolio choice and a leadership-system change during a public-private partnership expansion. As the prospective EVP – International Strategy for this water and utilities business, you must challenge optimistic cases and still create followership. References for mandate 327 must distinguish your contribution from the institution around you.

The EVP – International Strategy must be based in Singapore; 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 EVP Strategy, International Development Head or CSO, with direct exposure to a board, investment committee or equivalent Infrastructure governance forum.
• Proven EVP – International Strategy ownership of at least S$16,000 million and leadership of no fewer than 1,200 employees in a comparable water and utilities business context.
• One completed Infrastructure or adjacent-sector example of international expansion that lacks explicit market-entry gates 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 EVP – International Strategy-level water and utilities business consequences will not meet the bar.
• Willingness to meet the Singapore location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 327.

Compensation and terms

The anticipated EVP – International Strategy package is S$360,000–480,000 base + annual incentive, calibrated to the final water and utilities business scope and the candidate’s current mix. Any long-term participation for mandate 327 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Singapore, centred on the water and utilities business, 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 327.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 327. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 327.