SVP – Engineering — Aftermarket And Services Unit

The mandate

A deliberate change of pace is required to deal with engineering commitments exceeding delivery capacity and architecture coherence within a privately held multi-site industrial manufacturing group. The immediate arena is the aftermarket and services unit during a footprint consolidation. For mandate 480, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Engineering operating perimeter covers approximately ¥10,700 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 SVP – Engineering Manufacturing remit carries direct influence over roughly 775 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a SVP – Engineering who can convert ambiguity into a short list of explicit choices for the aftermarket and services unit. The SVP – Engineering Manufacturing seat must resolve a footprint consolidation, while preserving the underlying strengths of the aftermarket and services unit. For mandate 480, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Engineering’s first year on the aftermarket and services unit is expected to end with roadmap predictability, quality and stronger technical leadership. In mandate 480, 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 SVP – Engineering — Aftermarket And Services Unit 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 aftermarket and services unit remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the SVP – Engineering 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 ¥10,700 billion in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Engineering Manufacturing organisation of about 775 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 footprint consolidation, with SVP – Engineering-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Engineering operating review across commercial, customer, financial, people, technology and risk outcomes for the aftermarket and services unit; 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 480.
• Build the SVP – Engineering’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 engineering commitments exceeding delivery capacity and architecture coherence, 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 – Engineering 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 roadmap predictability, quality and stronger technical leadership, 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 – Engineering’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 SVP – Engineering 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 SVP – Engineering 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 SVP – Engineering’s direct reports.
• A quantified SVP – Engineering-owned improvement in the aftermarket and services unit operating constraint behind a footprint consolidation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 480: 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 Engineering, VP R&D or Engineering Centre Head in a privately held Manufacturing or adjacent enterprise. In relation to the aftermarket and services unit, your SVP – Engineering 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 – Engineering brief.

As a SVP – Engineering 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 ¥6,200 billion and led an organisation of at least 650 people.

For mandate 480, the board wants two transitions: a difficult aftermarket and services unit portfolio choice and a leadership-system change during a footprint consolidation. As the prospective SVP – Engineering for this aftermarket and services unit, you must challenge optimistic cases and still create followership. References for mandate 480 must distinguish your contribution from the institution around you.

The SVP – Engineering 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 SVP Engineering, VP R&D or Engineering Centre Head, with direct exposure to a board, investment committee or equivalent Manufacturing governance forum.
• Proven SVP – Engineering ownership of at least ¥6,200 billion and leadership of no fewer than 650 employees in a comparable aftermarket and services unit context.
• One completed Manufacturing or adjacent-sector example of engineering commitments exceeding delivery capacity and architecture coherence 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 – Engineering-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 480.

Compensation and terms

The anticipated SVP – Engineering package is ¥38–50 million base + annual incentive, calibrated to the final aftermarket and services unit scope and the candidate’s current mix. Any long-term participation for mandate 480 follows standard vesting and performance conditions. The SVP – Engineering 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 480.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 480. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 480.