Chief Talent and Capability Officer — Commercial-Vehicle Platform

The mandate

The enterprise is entering a phase in which leadership must resolve critical capability shortages constraining execution of the investment plan within a privately held integrated automotive and components manufacturer. The immediate arena is the commercial-vehicle platform during a warranty-cost challenge. For mandate 276, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Talent and Capability Officer operating perimeter covers approximately SEK 12,250 million in regional revenue and programme portfolio, with activity spanning several commercial-vehicle platform customer, product and delivery clusters rather than a single asset. The Chief Talent and Capability Officer Automotive remit carries direct influence over roughly 1,575 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a Chief Talent and Capability Officer who can convert ambiguity into a short list of explicit choices for the commercial-vehicle platform. The Chief Talent and Capability Officer Automotive seat must resolve a warranty-cost challenge, while preserving the underlying strengths of the commercial-vehicle platform. For mandate 276, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Talent and Capability Officer’s first year on the commercial-vehicle platform is expected to end with verified capability supply, internal mobility and leadership depth. In mandate 276, 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 Chief Talent and Capability Officer — Commercial-Vehicle Platform seat. The incumbent continues to lead the commercial-vehicle platform 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 warranty-cost challenge 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 Chief Talent and Capability Officer value-creation thesis for the commercial-vehicle platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SEK 12,250 million in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Talent and Capability Officer Automotive organisation of about 1,575 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the commercial-vehicle platform economics and execution constraints created by a warranty-cost challenge, with Chief Talent and Capability Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Talent and Capability Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the commercial-vehicle platform; remove reconciliations that obscure accountability.
• Have changed an executive structure and workforce economics while sustaining critical talent and employee relations in mandate 276.
• Build the Chief Talent and Capability Officer’s three-year succession and capability plan for the commercial-vehicle platform, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the commercial-vehicle platform baseline, meet the 30 stakeholders most consequential to critical capability shortages constraining execution of the investment plan, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Talent and Capability Officer portfolio and organisation choices for the commercial-vehicle platform, 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 commercial-vehicle platform trend against verified capability supply, internal mobility and leadership depth, 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 Chief Talent and Capability Officer’s agreed first-year commercial-vehicle platform value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Talent and Capability Officer forecast that remains decision-useful across three consecutive quarters and reconciles the commercial-vehicle platform’s operating, cash, customer and people assumptions.
• Closure of the Chief Talent and Capability Officer mandate’s highest-priority commercial-vehicle platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical commercial-vehicle platform talent and ready-now successors for at least 70% of the Chief Talent and Capability Officer’s direct reports.
• A quantified Chief Talent and Capability Officer-owned improvement in the commercial-vehicle platform operating constraint behind a warranty-cost challenge, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 276: 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 Chief Talent Officer, Learning and Capability Head or Deputy CHRO in a privately held Automotive or adjacent enterprise. In relation to the commercial-vehicle platform, your Chief Talent and Capability 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 automotive, industrial manufacturing, mobility, components or engineering services will be considered where the operating model, customer stakes and governance intensity match this Chief Talent and Capability Officer brief.

As a Chief Talent and Capability Officer candidate, you bring 22–28 years of progressive Automotive 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 SEK 7,100 million and led an organisation of at least 1,100 people.

For mandate 276, the board wants two transitions: a difficult commercial-vehicle platform portfolio choice and a leadership-system change during a warranty-cost challenge. As the prospective Chief Talent and Capability Officer for this commercial-vehicle platform, you must challenge optimistic cases and still create followership. References for mandate 276 must distinguish your contribution from the institution around you.

The Chief Talent and Capability Officer must be based in Gothenburg; international relocation is supported, but this Automotive role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Talent Officer, Learning and Capability Head or Deputy CHRO, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven Chief Talent and Capability Officer ownership of at least SEK 7,100 million and leadership of no fewer than 1,100 employees in a comparable commercial-vehicle platform context.
• One completed Automotive or adjacent-sector example of critical capability shortages constraining execution of the investment plan with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from automotive, industrial manufacturing, mobility, components or engineering services; experience that is purely functional and lacks Chief Talent and Capability Officer-level commercial-vehicle platform consequences will not meet the bar.
• Willingness to meet the Gothenburg location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 276.

Compensation and terms

The anticipated Chief Talent and Capability Officer package is SEK 2.8–3.8 million base + annual incentive, calibrated to the final commercial-vehicle platform scope and the candidate’s current mix. Any long-term participation for mandate 276 follows standard vesting and performance conditions. The Chief Talent and Capability Officer appointment in Gothenburg, centred on the commercial-vehicle platform, offers regular exposure to the chair, executive committee and principal capital sponsors. A notice period of up to 6 months can be accommodated for the selected executive in mandate 276.

Confidentiality

The organisation will be identified only after reciprocal interest and a confidentiality undertaking for mandate 276. The market, scale and situation in this brief are intentionally composite and are not a coded description of a named enterprise for mandate 276.