Divisional Chief Financial Officer — Aftermarket And Services Unit

The mandate

Following two years of uneven execution, the board is addressing a division requiring independent economics before a strategic transaction within a multinational-owned multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a plant-productivity gap. For mandate 474, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Divisional Chief Financial Officer operating perimeter covers approximately ¥11,850 billion in manufacturing and commercial portfolio, with activity spanning several aftermarket and services unit customer, product and delivery clusters rather than a single asset. The Divisional Chief Financial Officer Manufacturing remit carries direct influence over roughly 2,850 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Divisional Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The Divisional Chief Financial Officer Manufacturing seat must resolve a plant-productivity gap, while preserving the underlying strengths of the aftermarket and services unit. For mandate 474, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Divisional Chief Financial Officer’s first year on the aftermarket and services unit is expected to end with stand-alone controls, value visibility and transaction readiness. In mandate 474, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a planned replacement for the Divisional Chief Financial Officer — Aftermarket And Services Unit seat. The incumbent continues to lead the aftermarket and services unit through an agreed succession period and will support a structured handover. The board has allowed 4–6 months to assess candidates, complete diligence and protect continuity while a plant-productivity gap is addressed. The search is confidential so the transition can be communicated to employees, customers and partners in a controlled sequence.

What you will own

• Set the Divisional Chief Financial Officer value-creation thesis for the aftermarket and services unit, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately ¥11,850 billion in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Divisional Chief Financial Officer Manufacturing organisation of about 2,850 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the aftermarket and services unit economics and execution constraints created by a plant-productivity gap, with Divisional Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Divisional Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 474.
• Build the Divisional Chief Financial Officer’s three-year succession and capability plan for the aftermarket and services unit, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the aftermarket and services unit baseline, meet the 30 stakeholders most consequential to a division requiring independent economics before a strategic transaction, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Divisional Chief Financial Officer portfolio and organisation choices for the aftermarket and services unit, 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 aftermarket and services unit trend against stand-alone controls, value visibility and transaction readiness, 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 Divisional Chief Financial Officer’s agreed first-year aftermarket and services unit value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Divisional Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the aftermarket and services unit’s operating, cash, customer and people assumptions.
• Closure of the Divisional Chief Financial Officer mandate’s highest-priority aftermarket and services unit risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical aftermarket and services unit talent and ready-now successors for at least 70% of the Divisional Chief Financial Officer’s direct reports.
• A quantified Divisional Chief Financial Officer-owned improvement in the aftermarket and services unit operating constraint behind a plant-productivity gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 474: 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 Divisional CFO, Business CFO or Finance Director in a multinational-owned Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your Divisional Chief Financial Officer 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 Divisional Chief Financial Officer brief.

As a Divisional Chief Financial Officer 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 ¥6,850 billion and led an organisation of at least 2,000 people.

For mandate 474, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a plant-productivity gap. As the prospective Divisional Chief Financial Officer for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 474 must distinguish your contribution from the institution around you.

The Divisional Chief Financial Officer must be based in Osaka; 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 Divisional CFO, Business CFO or Finance Director, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven Divisional Chief Financial Officer ownership of at least ¥6,850 billion and leadership of no fewer than 2,000 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of a division requiring independent economics before a strategic transaction 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 Divisional Chief Financial Officer-level aftermarket and services unit consequences will not meet the bar.
• Willingness to meet the Osaka location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 474.

Compensation and terms

The anticipated Divisional Chief Financial Officer package is ¥52–72 million base + annual incentive and LTI, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 474 follows standard vesting and performance conditions. The Divisional Chief Financial Officer appointment in Osaka, centred on the aftermarket and services unit, 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 474.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 474. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 474.