SVP – Digital and Customer Platforms — Grocery And Convenience Platform

The mandate

The retailer's loyalty programme reaches a large customer base through stores, convenience locations, mobile ordering and delivery. Its technology has evolved in parts: identity, offers, points, coupons, payments, receipts and customer service use different rules and release cycles. A member may see an offer in the app that does not apply correctly at checkout, a household's shopping can be divided across identities, and service colleagues may be unable to explain why value was not earned. The programme creates activity but not a consistently trusted relationship.

The SVP – Digital and Customer Platforms will lead the product and technology reset behind a new loyalty model. The remit covers customer identity, loyalty services, offer and coupon platforms, digital account, personalisation interfaces, point-of-sale integration, service tooling, product management and platform engineering. Commercial and marketing leaders own proposition and funding; stores and operations own execution; privacy and security functions retain their authorities. The SVP is accountable for turning the intended benefit into a reliable, understandable experience across channels.

This urgent new position is not a brief to maximise data collection or app engagement. Grocery loyalty should help households receive relevant value and make routine shopping easier. Some customers will prefer a card, phone number or receipt rather than a feature-rich app. The platform must support those differences without creating a lower standard of pricing, remedy or accessibility.

Scope and operating context

Based onsite in Singapore, the role will influence approximately 1,300 employees and material partners across Singapore and a wider international region. Direct teams include product management, engineering, architecture, quality, experience design, service operations and programme leadership. Point-of-sale vendors, payment partners, media and offer providers, delivery platforms and regional technology teams form part of the delivery ecosystem.

Grocery transactions create specific technical constraints. Offers must resolve in seconds at peak checkout, eligibility can depend on pack, store, time or quantity, and substitutions may change an online basket after the customer commits. Returns and refunds need to reverse value correctly. Connectivity can vary in stores, and local promotions may interact with national or partner-funded offers in ways that are difficult for colleagues and customers to predict.

Household identity is useful but sensitive. People may shop together, share benefits or act for dependants without wanting every purchase combined. The SVP will work with privacy and legal leaders to create explicit sharing and consent controls, age-appropriate treatment and understandable preferences. Probabilistic matching cannot silently become a factual household relationship.

First-year agenda

The first one hundred days will trace representative loyalty journeys from offer creation to earning, redemption, refund and service remedy. The SVP will quantify failed or disputed benefits, latency, manual adjustment, duplicate identity, support effort and the frequency with which proposition rules cannot be explained. Architecture, contracts, engineering capability and current commitments will be mapped against those journeys.

The executive will then define a target platform with bounded capabilities for identity, account, entitlement, offer decisioning, points ledger, coupon validation, preference and service history. Each service will have an authoritative source, owner, reliability expectation and migration plan. Stores and digital channels should consume consistent rules while retaining channel-specific presentation and offline contingencies.

Offer creation and funding need stronger product controls. Commercial teams should be able to specify eligible products, customers, stores, periods, budgets, stacking and exception treatment in a testable form. Simulations will identify conflicts before publication, and monitoring will show whether an offer applied as intended. Partner-funded value must remain traceable through settlement and customer remedy.

The SVP will select a small number of end-to-end releases. One may provide immediate explanation and correction of a missing benefit; another may allow customers to establish or dissolve a household sharing arrangement; a third may ensure substituted online items receive the promised offer treatment. Each release must demonstrate improved reliability, effort and trust rather than feature count.

Migration will be paced around peak trade and member obligation. Ledgers, balances and earned benefits require rigorous reconciliation and rollback planning. The executive must prove cutover and incident response through realistic scenarios involving stores, delivery and customer care. By year-end, the highest-volume loyalty journeys should operate on clearer ownership with fewer unexplained failures.

Leadership responsibilities

The SVP will own platform product strategy, engineering quality and adoption. They will chair prioritisation across commercial, store, digital and service stakeholders, exposing when a proposed benefit is operationally ambiguous or creates disproportionate platform complexity. Product roadmaps need named business outcomes and explicit work that will stop.

The role will build internal ownership of critical loyalty logic. Vendors may provide packages and capacity, but the retailer must understand its rules, ledger, identity and integrations. The SVP will assess leadership, strengthen architecture and reliability capability and create engineering practices suited to high-volume retail peaks.

When incidents occur, customer remedy and financial reconciliation are as important as technical recovery. The SVP will ensure facts reach stores and service teams quickly, affected benefits can be identified and corrections are consistent. Post-incident learning must change tests, monitoring or product design rather than remain in a technology report.

Measures of success

The executive committee will review successful offer application, ledger accuracy, checkout latency, platform availability, incident recovery, manual adjustments, service contacts and release failure. Customer outcomes include benefit understanding, active and repeat participation, appropriate household sharing, complaint resolution and trust across app and non-app journeys.

Platform progress will include reduced duplicate rules, retirement of legacy services, faster safe offer setup, improved automated testing and internal ownership of critical components. Commercial value—incremental basket, retention or partner funding—will be jointly measured with proposition owners. Engagement generated by confusing or overly subsidised offers will not count as product success.

Candidate profile

Candidates should bring 22–28 years in digital product, platform engineering or customer technology across grocery, retail, payments, loyalty, marketplaces or another high-volume transaction environment. They must have led systems that connect physical checkout and digital journeys, with direct accountability for reliability, financial entitlement and customer remedy.

The board will seek examples of modernising a points or offer ledger, resolving identity across channels without overreaching on consent and migrating member value safely. Candidates should understand point-of-sale constraints, promotion stacking, refunds, substitutions and partner settlement. Experience supporting customers who do not use smartphones is valuable.

The successful SVP will combine technical depth with respect for routine customer needs. They must challenge an unnecessarily complex promotion, explain platform constraints without hiding behind jargon and remain accountable through peak incidents. Strong partnership with commercial, store, finance, privacy and service leaders is essential.

Compensation and appointment terms

The expected base range is SGD 420,000–570,000, supplemented by annual incentive and long-term participation tied to customer, platform and enterprise outcomes. Final terms will reflect relevant transaction scale, engineering leadership and present arrangements. Relocation needs and responsible treatment of forfeited awards will be considered individually.

Confidentiality

The retailer is unnamed because loyalty changes, platform weaknesses and partner arrangements are sensitive. Detailed architecture, benefit and customer information will be provided to shortlisted candidates after identity, conflict and confidentiality checks. Applications must not include member records, security findings, proprietary rules or unpublished migrations from another organisation.