SVP – Product and Markets — Renewables Construction Book

The mandate

A renewables developer has accumulated solar, storage, hybrid and distributed-energy offers shaped around individual bids. Customer-specific engineering and commercial exceptions have outgrown portfolio accountability, while balance-sheet rotation requires repeatable asset economics and transferable obligations. The board has created an urgent SVP role to decide which propositions should scale, standardise, partner or stop.

The remit covers approximately AED 18,000 million in projects and operating assets and 775 employees and material partners. The SVP owns portfolio strategy, market selection, customer proposition, requirements, price architecture, productisation, launch and lifecycle decisions. Development and engineering own site execution and technical design; commercial leaders own contracting. Product and Markets owns offer coherence and whether customer value survives construction and ownership transfer.

Renewable offers will be defined by customer job and operating envelope. Energy volume, reliability, peak management, resilience, carbon attributes and service may require different combinations of generation, storage, controls and contracts. The SVP will identify conditions, dependencies and support horizon rather than sell a generic technology label.

Balance-sheet rotation requires standardisation without false uniformity. Common design, procurement, data and service can improve value, but resource, grid, land and regulation remain site-specific. Exceptions need customer value, incremental engineering, lifecycle cost and transfer treatment. Bespoke complexity unsupported by price will not survive.

Why this seat is open

This urgent new position has no predecessor. The monetisation programme exposed fragmented offer ownership and requires one executive within six to eight weeks. Interim governance protects live bids but cannot make portfolio and productisation choices.

What you will own

• Segment offers by customer problem, operating conditions and lifecycle economics.
• Decide scale, standardise, reprice, partner, harvest and withdrawal.
• Establish reusable technical-commercial configurations and exception rules.
• Integrate construction, operating and transfer obligations into product cases.
• Build market evidence and customer adoption into roadmaps.
• Develop product leaders with technical and commercial authority.

Portfolio reviews will trace price, design effort, procurement, delivery, performance, service and residual value. Revenue volume will not protect an offer whose exception and support burden destroys contribution. Finance will validate cohorts, while operating data confirms performance under realistic climate and grid conditions.

Customer discovery will include energy managers, lenders, operators and prospective asset owners. The team will examine purchasing, approval, dispatch and support behaviour. Requests will be translated into underlying outcomes before unique design is accepted. Pilots will have a decision date and credible path to scale or closure.

Transaction readiness will be built at product level. Rights to software, data, warranties, service and supplier agreements must be assignable or costed. A proposition dependent on group expertise without transfer will be treated as a managed service, not a standalone asset feature.

Product governance will preserve field learning. Performance shortfalls, warranty, grid events and customer disputes will change requirements and approved configurations. Marketing claims and financial models will follow the same evidence boundary.

Offer architecture must distinguish the reusable core from site adaptation. The SVP will establish approved combinations of generation, storage controls, grid interfaces, performance guarantees, maintenance choices and financing support, together with the conditions under which each is valid. Local irradiation, curtailment, land, heat, dust and interconnection realities will remain explicit; standardisation must never pretend those constraints are identical. Exceptions will state who pays for engineering, procurement complexity, commissioning risk and future support.

Commercial ownership will continue after contract signature. Each offer family will carry a cohort view of bid conversion, contribution, construction variance, availability, warranty demand, customer retention and buyer diligence findings. Product leaders will decide whether weak economics reflect the proposition, the segment, execution or pricing. Sales incentives and pipeline reporting will be adjusted so that winning an unrepeatable contract is not presented as product success.

The first 12 months

Within 90 days, the SVP will review the 20 largest offer variants, establish contribution and transfer evidence, and assess leadership. The sponsor will receive scale, contain and stop decisions.

By month eight, two offer families should enter standardisation, three priority propositions should use tested customer economics and one low-quality variant should be retired. Product reviews will include construction and operating evidence.

At year-end, active unsupported variants should fall 15%, contribution improve 200 basis points and 90% of new offers have approved lifecycle and transfer plans. Customer adoption should rise 15% across selected propositions, with no material transaction discount caused by undocumented product dependency.

What the board will measure

• Repeatable offers grounded in customer economics.
• Lower bespoke complexity and stronger contribution.
• Operating evidence changing product choices.
• Transferable rights and lifecycle support.
• Strong product leadership and succession.

The person

You are an SVP Product, renewable commercial-product leader or infrastructure portfolio executive with 22–28 years of experience. You have governed at least AED 10,450 million and 550 employees. Evidence must include a proposition you standardised, a variant you stopped and an asset product whose transferability improved transaction value.

This onsite Dubai role requires customer, project and investor travel. You combine product discipline with renewable engineering and asset-economics fluency.

Compensation and terms

Fixed compensation is AED 1.3–1.8 million plus annual incentive. Measures include portfolio focus, contribution, adoption, transferability, lifecycle performance and succession. Final calibration will follow the confirmed product perimeter.

Confidentiality

The portfolio, projects, customers, suppliers and transaction plans remain confidential. Controlled details follow qualification and an undertaking. Dubai and rounded figures are non-identifying.