SVP – Engineering — Subscription-Mobility Portfolio

The mandate

A deliberate change of pace is required to deal with engineering commitments exceeding delivery capacity and architecture coherence within a privately held technology-enabled mobility and transport platform. The immediate arena is the subscription-mobility portfolio during a city-portfolio rationalisation. For mandate 430, 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 £5,650 million in gross bookings and fleet portfolio, with activity spanning several subscription-mobility portfolio customer, product and delivery clusters rather than a single asset. The SVP – Engineering Mobility remit carries direct influence over roughly 650 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 subscription-mobility portfolio. The SVP – Engineering Mobility seat must resolve a city-portfolio rationalisation, while preserving the underlying strengths of the subscription-mobility portfolio. For mandate 430, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Engineering’s first year on the subscription-mobility portfolio is expected to end with roadmap predictability, quality and stronger technical leadership. In mandate 430, 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 SVP – Engineering — Subscription-Mobility Portfolio seat. The incumbent continues to lead the subscription-mobility portfolio 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 city-portfolio rationalisation 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 SVP – Engineering value-creation thesis for the subscription-mobility portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £5,650 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Engineering Mobility organisation of about 650 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the subscription-mobility portfolio economics and execution constraints created by a city-portfolio rationalisation, 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 subscription-mobility portfolio; 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 430.
• Build the SVP – Engineering’s three-year succession and capability plan for the subscription-mobility portfolio, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the subscription-mobility portfolio 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 subscription-mobility 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 subscription-mobility portfolio 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 subscription-mobility portfolio 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 subscription-mobility portfolio’s operating, cash, customer and people assumptions.
• Closure of the SVP – Engineering mandate’s highest-priority subscription-mobility portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical subscription-mobility portfolio talent and ready-now successors for at least 70% of the SVP – Engineering’s direct reports.
• A quantified SVP – Engineering-owned improvement in the subscription-mobility portfolio operating constraint behind a city-portfolio rationalisation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 430: 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 Mobility or adjacent enterprise. In relation to the subscription-mobility portfolio, 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 mobility, logistics, automotive, travel technology or consumer platforms 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 Mobility 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 £3,300 million and led an organisation of at least 650 people.

For mandate 430, the board wants two transitions: a difficult subscription-mobility portfolio portfolio choice and a leadership-system change during a city-portfolio rationalisation. As the prospective SVP – Engineering for this subscription-mobility portfolio, you must challenge optimistic cases and still create followership. References for mandate 430 must distinguish your contribution from the institution around you.

The SVP – Engineering must be based in London; international relocation is supported, but this Mobility 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 Mobility governance forum.
• Proven SVP – Engineering ownership of at least £3,300 million and leadership of no fewer than 650 employees in a comparable subscription-mobility portfolio context.
• One completed Mobility 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 mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks SVP – Engineering-level subscription-mobility portfolio consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 430.

Compensation and terms

The anticipated SVP – Engineering package is £210,000–280,000 base + annual incentive, calibrated to the final subscription-mobility portfolio scope and the candidate’s current mix. Any long-term participation for mandate 430 follows standard vesting and performance conditions. The SVP – Engineering appointment in London, centred on the subscription-mobility 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 430.

Confidentiality

To protect the board, incumbent team and candidate, the organisation remains unnamed until a confidential conversation confirms mutual relevance for mandate 430. The operating facts have been rounded and blended expressly to remove identifying signals for mandate 430.