EVP – Sustainability and Transition — Cybersecurity Portfolio

The mandate

The next planning cycle has brought into focus transition commitments that are not yet embedded in capital decisions within a listed enterprise technology and digital-products group. The immediate arena is the cybersecurity portfolio during a margin recovery programme. For mandate 133, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – Sustainability and Transition operating perimeter covers approximately A$1,850 million in annual recurring revenue portfolio, with activity spanning several cybersecurity portfolio customer, product and delivery clusters rather than a single asset. The EVP – Sustainability and Transition Technology remit carries direct influence over roughly 300 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – Sustainability and Transition who can convert ambiguity into a short list of explicit choices for the cybersecurity portfolio. The EVP – Sustainability and Transition Technology seat must resolve a margin recovery programme, while preserving the underlying strengths of the cybersecurity portfolio. For mandate 133, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – Sustainability and Transition’s first year on the cybersecurity portfolio is expected to end with credible transition economics, delivery governance and auditable progress. In mandate 133, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created EVP – Sustainability and Transition — Cybersecurity Portfolio seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the cybersecurity portfolio remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the EVP – Sustainability and Transition value-creation thesis for the cybersecurity portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately A$1,850 million in annual recurring revenue portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – Sustainability and Transition Technology organisation of about 300 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the cybersecurity portfolio economics and execution constraints created by a margin recovery programme, with EVP – Sustainability and Transition-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – Sustainability and Transition operating review across commercial, customer, financial, people, technology and risk outcomes for the cybersecurity portfolio; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 133.
• Build the EVP – Sustainability and Transition’s three-year succession and capability plan for the cybersecurity portfolio, reducing dependence on individual executives and improving mobility across the wider Technology organisation.

The first 12 months

• Days 1–90: Validate the cybersecurity portfolio baseline, meet the 30 stakeholders most consequential to transition commitments that are not yet embedded in capital decisions, 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 – Sustainability and Transition portfolio and organisation choices for the cybersecurity 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 cybersecurity portfolio trend against credible transition economics, delivery governance and auditable progress, 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 – Sustainability and Transition’s agreed first-year cybersecurity portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – Sustainability and Transition forecast that remains decision-useful across three consecutive quarters and reconciles the cybersecurity portfolio’s operating, cash, customer and people assumptions.
• Closure of the EVP – Sustainability and Transition mandate’s highest-priority cybersecurity portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical cybersecurity portfolio talent and ready-now successors for at least 70% of the EVP – Sustainability and Transition’s direct reports.
• A quantified EVP – Sustainability and Transition-owned improvement in the cybersecurity portfolio operating constraint behind a margin recovery programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 133: 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 Sustainability, Transition Director or Strategy Leader in a listed Technology or adjacent enterprise. In relation to the cybersecurity portfolio, your EVP – Sustainability and Transition track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from software, cloud services, digital platforms, IT services or technology-enabled business services will be considered where the operating model, customer stakes and governance intensity match this EVP – Sustainability and Transition brief.

As a EVP – Sustainability and Transition candidate, you bring 18–22 years of progressive Technology or adjacent-sector experience, consistent with the 18-22 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of A$1,050 million and led an organisation of at least 200 people.

For mandate 133, the board wants two transitions: a difficult cybersecurity portfolio portfolio choice and a leadership-system change during a margin recovery programme. As the prospective EVP – Sustainability and Transition for this cybersecurity portfolio, you must challenge optimistic cases and still create followership. References for mandate 133 must distinguish your contribution from the institution around you.

The EVP – Sustainability and Transition must be based in Sydney; international relocation is supported, but this Technology role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of EVP Sustainability, Transition Director or Strategy Leader, with direct exposure to a board, investment committee or equivalent Technology governance forum.
• Proven EVP – Sustainability and Transition ownership of at least A$1,050 million and leadership of no fewer than 200 employees in a comparable cybersecurity portfolio context.
• One completed Technology or adjacent-sector example of transition commitments that are not yet embedded in capital decisions with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from software, cloud services, digital platforms, IT services or technology-enabled business services; experience that is purely functional and lacks EVP – Sustainability and Transition-level cybersecurity portfolio consequences will not meet the bar.
• Willingness to meet the Sydney location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 133.

Compensation and terms

The anticipated EVP – Sustainability and Transition package is A$380,000–500,000 base + annual incentive, calibrated to the final cybersecurity portfolio scope and the candidate’s current mix. Any long-term participation for mandate 133 follows standard vesting and performance conditions. The EVP – Sustainability and Transition appointment in Sydney, centred on the cybersecurity portfolio, 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 133.

Confidentiality

This search is being conducted without naming the client for mandate 133. 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 133.