Country Managing Director — Logistics Marketplace

The mandate

The marketplace coordinates urban deliveries for retailers, manufacturers and service businesses through independent carriers. Customers increasingly seek lower-emission distribution, yet carrier adoption of electric vans and light trucks remains constrained by vehicle cost, charging access, payload, route variability and lost time. Pilot vehicles have performed well on selected routes but have not established a countrywide economic case. The Country Managing Director must convert the transition into sequenced operating choices.

The role carries the Singapore P&L and an approximately 750-person employee-and-partner perimeter across commercial, marketplace, operations, carrier success, technology implementation and controls. Fleet assets are largely owned by carriers or finance partners. The Managing Director therefore cannot order transition into existence; they must build customer demand, route suitability, financing and infrastructure arrangements that make adoption rational for each participant.

Singapore offers dense routes and strong policy support, but land and grid access at logistics sites are scarce. Daytime charging may conflict with delivery peaks, and smaller carriers cannot absorb utilisation risk while customers retain conventional pricing. The executive must decide which use cases are ready, which require partnership and which should wait.

Data and contract architecture must reinforce the physical transition. Route-energy estimates need actual payload, dwell and traffic evidence; customer invoices must distinguish agreed low-emission service from an unverified allocation; carrier payments should recognise extra time caused by charging plans the marketplace controls. The Managing Director will require one cohort record connecting vehicle, route, energy, service, customer premium and carrier earnings before approving the next deployment wave.

Why this seat is open

The group approved a planned new country leadership seat as the Singapore operation moves from regional oversight to a distinct growth and transition agenda. There is no incumbent departure. Appointment before the next customer tender and vehicle-finance cycle will allow the new director to shape commitments rather than inherit them.

What you will own

• Segment routes by distance, payload, dwell, charging opportunity, service criticality and carrier economics.
• Build shipper propositions that price verifiable transition value and provide demand duration sufficient for carrier investment.
• Design fair carrier adoption with vehicle, finance, charging, maintenance and residual partners.
• Select depot, shared-hub and opportunity-charging models based on land, grid and operating evidence.
• Establish reliable transition metrics for service, cost, energy and emissions by route cohort.
• Protect non-electrified capacity where it remains operationally necessary, avoiding misleading universal claims.
• Lead the country organisation, allocate capital and resolve authority across commercial and marketplace teams.
• Represent the business with transport, energy and sustainability stakeholders while maintaining transparent procurement and policy conduct.

The first 12 months

In the first 90 days, observe priority routes, engage carriers of different sizes, audit existing pilots and map customer willingness to contract. Identify two route cohorts suitable for scale and quantify the conditions for each. Present a country plan with staged capital, partner responsibilities and stop criteria; do not use grant availability as the primary case.

By month six, contract first-wave customer demand, conclude vehicle and charging structures and prepare carriers through route, safety and maintenance support. Launch with control cohorts and daily service evidence. Build a country operating review that compares electric and conventional routes on like-for-like work.

At twelve months, place the agreed first wave into service with on-time delivery within two points of comparable conventional routes, charging availability above 97% and carrier net economics at or above the contracted case. Achieve 90% utilisation after ramp, zero unsupported emissions claims and a documented route pipeline for the next wave. Country contribution and cash should remain within board tolerance during transition.

What the board will measure

• Country P&L, cash and service through the transition.
• Carrier economics, retention and informed adoption rather than vehicle counts alone.
• Customer contracts that support deployment duration and credible transition value.
• Charging and vehicle reliability under actual delivery conditions.
• Emissions evidence linked to route and energy data.
• Leadership, regulatory trust and disciplined staging of capital.

The person

You have 28+ years in country leadership across logistics, fleet, mobility, distribution or infrastructure-enabled services. You have owned a market P&L and placed new asset technology into daily service through partners. Singapore experience and relationships are useful, but evidence of ethical, executable operating judgement matters more than access.

Candidates should have led at least 550 employees and partners and a country business above S$500 million in annual bookings, revenue or accountable assets. You can demonstrate carrier negotiation, enterprise contracting and a transition whose early economics differed from the plan. The board will ask which routes you excluded and why.

This permanent role is onsite in Singapore, with direct Group Chief Executive and board reporting.

Compensation and terms

The package comprises S$700,000–950,000 base plus annual incentive and long-term incentive, reflecting country scale and verified experience. Measures include P&L, service, carrier economics, transition evidence and leadership. This is a permanent onsite Singapore appointment reporting to the Group Chief Executive and board. Notice up to six months can be evaluated against launch commitments.

Confidentiality

The marketplace, shippers, carriers, pilot routes and infrastructure partners are unnamed. Details follow mutual fit, conflict review and a confidentiality undertaking. Figures and circumstances are intentionally blended; candidates must not approach transport agencies, customers or fleet providers to identify the client.