EVP – Customer Operations — Transport-Assets Portfolio

The mandate

An Australian transport portfolio manages contact centres, digital service, station or roadside response, complaints and compensation through separate asset teams. Customers repeat their history across channels, while owners cannot compare durable resolution or service obligations before monetisation. The board seeks an EVP to create one customer-operating system and transaction-ready evidence without homogenising distinct concession rules.

The role will lead approximately A$30,250 million in projects and operating assets and 1,000 employees and material partners. Accountability covers customer care, case resolution, digital journeys, frontline response, accessibility, partner operations, customer insight and service-recovery economics. Asset operations own physical service and legal teams own formal claims. The EVP owns end-to-end customer resolution and reliable evidence of service quality.

Customer journeys will be defined by problem and asset. Disruption, fare or toll dispute, accessibility failure, damaged freight and safety concern require different authority and remedy. Each pathway will identify evidence, hand-offs, communication, escalation and closure. Transferred or temporarily pacified cases will not be counted as resolved.

Monetisation requires service evidence that survives transfer. Customer data, contracts, partner arrangements, complaints, compensation and authority commitments must be separable or governed through transitional services. A buyer should see recurring failure and remedy cost, not an averaged satisfaction score.

Why this seat is open

The incumbent is leaving through an accelerated but orderly transition. Interim leaders protect live customer operations, but monetisation cannot proceed under split ownership. The board seeks appointment within six to eight weeks. No concealed service or conduct issue prompted the change.

What you will own

• Design one resolution model across assets, channels and partners.
• Set evidence, authority and remedy by customer problem.
• Improve digital and frontline journeys without shifting work to users.
• Build transaction-ready customer and service data.
• Govern accessibility, privacy, partners and incident communication.
• Develop successors across care, resolution and customer analytics.

During network disruption, the customer operating model will connect incident command with individual need. The EVP will define when operational facts become customer messages, who can authorise alternatives or compensation, and how vulnerable travellers are identified without inappropriate profiling. Digital updates, contact scripts, station or roadside teams and authority briefings must draw from a controlled version of the event. Post-incident review will link communication failures to operational and technology actions, not merely amend scripts.

Customer evidence will have lineage from interaction to reported outcome. The EVP will reconcile identities, cases, journeys, remedies and costs across legacy systems while setting retention, consent and access rules. Automation may classify or route work, but adverse or high-consequence decisions will remain explainable and reviewable. Measures will separate genuine first-contact resolution from abandoned contact, channel switching and cases reopened after an apparent closure.

Asset variation will be governed deliberately. A toll road, passenger rail service and freight interface may have different contracts, regulators and remedy powers, yet they can share case taxonomy, evidence controls, accessibility principles and partner expectations. The EVP will define the common spine and approve justified local departures. This permits comparable portfolio oversight without weakening an asset's concession-specific duties.

Case governance will focus on aged, repeated and high-consequence issues. Each will have one owner even when operations, finance and legal contribute. Exceptional remedies remain possible, but patterns must generate a service, asset or policy decision. The EVP will publish closure evidence by pathway.

Partner operations will be tested at the customer interface. Contact, roadside, station and digital providers need shared case history, escalation, data rights and service recovery. Contracts will include continuity and transition. Outsourcing activity does not transfer the asset owner’s accountability.

Accessibility will be embedded in ordinary service design and disruption response. Customers with mobility, sensory, language or digital barriers need usable alternatives. The EVP will involve representative users in testing and ensure incident plans do not assume one channel.

Transaction teams will receive cohort evidence on resolution time, repeat contact, complaint cause, compensation and partner dependency. Service improvement claims must trace to normal operations. Confidential sale processes cannot delay customer remedy or distort reporting.

The first 12 months

Within 90 days, the EVP will map the ten highest-volume or highest-harm journeys, stabilise severe backlogs and assess leadership. The sponsor will receive common resolution standards and separability gaps.

By month eight, four journeys should use shared evidence, two assets should operate revised partner standards and transaction data rooms should contain reconciled customer metrics. Chronic repeat causes will have funded removal plans.

At year-end, first-contact resolution should improve 15 percentage points, repeat contact fall 20% and severe cases close 30% faster. Customer-operation cost per durable resolution should decrease 10%, while 90% of priority transaction assets carry costed service separation plans.

What the board will measure

• Durable customer resolution rather than channel activity.
• Accessible, reliable service through disruption.
• Transaction-grade customer evidence and separability.
• Strong partner and privacy governance.
• Customer-operations leadership and succession.

The person

You are an EVP Customer Operations, transport service leader or distributed customer executive with 22–28 years of experience. You have governed at least A$17,550 million and 800 employees. Evidence must include cross-channel resolution, accessibility improvement and a transaction or concession handover preserving customer service.

This hybrid Sydney role requires asset, customer, authority and partner travel. You combine operational detail with public-service and transaction judgement.

Compensation and terms

Base compensation is A$380,000–500,000 plus annual incentive. Measures include resolution, accessibility, customer effort, separability, partner performance and succession. Final terms will follow the confirmed customer-operations perimeter.

Confidentiality

The portfolio, assets, customers, partners and transaction plans remain confidential. Further information follows qualification and an undertaking. Sydney and approximate figures are non-identifying.