SVP – Corporate Development — Process-Manufacturing Network

The mandate

A recent strategy review exposed a board-approved inorganic agenda requiring disciplined execution within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the process-manufacturing network during a quality-system recovery. For mandate 482, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Corporate Development operating perimeter covers approximately €8,450 million in manufacturing and commercial portfolio, with activity spanning several process-manufacturing network customer, product and delivery clusters rather than a single asset. The SVP – Corporate Development Manufacturing remit carries direct influence over roughly 2,950 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a SVP – Corporate Development who can convert ambiguity into a short list of explicit choices for the process-manufacturing network. The SVP – Corporate Development Manufacturing seat must resolve a quality-system recovery, while preserving the underlying strengths of the process-manufacturing network. For mandate 482, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Corporate Development’s first year on the process-manufacturing network is expected to end with proprietary pipeline, integration logic and value realisation. In mandate 482, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The SVP – Corporate Development — Process-Manufacturing Network requirement was not included in the approved hiring calendar. It became urgent after a quality-system recovery created an immediate need for one accountable owner of the process-manufacturing network. 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 SVP – Corporate Development value-creation thesis for the process-manufacturing network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €8,450 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Corporate Development Manufacturing organisation of about 2,950 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the process-manufacturing network economics and execution constraints created by a quality-system recovery, with SVP – Corporate Development-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Corporate Development operating review across commercial, customer, financial, people, technology and risk outcomes for the process-manufacturing network; 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 482.
• Build the SVP – Corporate Development’s three-year succession and capability plan for the process-manufacturing network, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the process-manufacturing network baseline, meet the 30 stakeholders most consequential to a board-approved inorganic agenda requiring disciplined execution, 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 – Corporate Development portfolio and organisation choices for the process-manufacturing network, 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 process-manufacturing network trend against proprietary pipeline, integration logic and value realisation, 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 – Corporate Development’s agreed first-year process-manufacturing network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Corporate Development forecast that remains decision-useful across three consecutive quarters and reconciles the process-manufacturing network’s operating, cash, customer and people assumptions.
• Closure of the SVP – Corporate Development mandate’s highest-priority process-manufacturing network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical process-manufacturing network talent and ready-now successors for at least 70% of the SVP – Corporate Development’s direct reports.
• A quantified SVP – Corporate Development-owned improvement in the process-manufacturing network operating constraint behind a quality-system recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 482: 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 Corporate Development, M&A Director or Strategy Executive in a multinational-owned Manufacturing or adjacent enterprise. In relation to the process-manufacturing network, your SVP – Corporate Development 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 SVP – Corporate Development brief.

As a SVP – Corporate Development 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 €4,900 million and led an organisation of at least 2,075 people.

For mandate 482, the board wants two transitions: a difficult process-manufacturing network portfolio choice and a leadership-system change during a quality-system recovery. As the prospective SVP – Corporate Development for this process-manufacturing network, you must challenge optimistic cases and still create followership. References for mandate 482 must distinguish your contribution from the institution around you.

The SVP – Corporate Development must be based in Rotterdam; 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 SVP Corporate Development, M&A Director or Strategy Executive, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven SVP – Corporate Development ownership of at least €4,900 million and leadership of no fewer than 2,075 employees in a comparable process-manufacturing network context.
• One completed Manufacturing or adjacent-sector example of a board-approved inorganic agenda requiring disciplined execution 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 SVP – Corporate Development-level process-manufacturing network consequences will not meet the bar.
• Willingness to meet the Rotterdam location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 482.

Compensation and terms

The anticipated SVP – Corporate Development package is €240,000–320,000 base + annual incentive, calibrated to the final process-manufacturing network scope and the candidate’s current mix. Any long-term participation for mandate 482 follows standard vesting and performance conditions. The SVP – Corporate Development appointment in Rotterdam, centred on the process-manufacturing network, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 482.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 482. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 482.