CMO – Growth and Brand — Trading And Supply Organisation

The mandate

A recent strategy review exposed growth investment spread across channels without clear incrementality within a privately held integrated energy producer and services platform. The immediate arena is the trading and supply organisation during a commodity-cycle repositioning. For mandate 392, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The CMO – Growth and Brand operating perimeter covers approximately SAR 30,600 million in operated asset and trading portfolio, with activity spanning several trading and supply organisation customer, product and delivery clusters rather than a single asset. The CMO – Growth and Brand Oil & Energy remit carries direct influence over roughly 1,525 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a CMO – Growth and Brand who can convert ambiguity into a short list of explicit choices for the trading and supply organisation. The CMO – Growth and Brand Oil & Energy seat must resolve a commodity-cycle repositioning, while preserving the underlying strengths of the trading and supply organisation. For mandate 392, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The CMO – Growth and Brand’s first year on the trading and supply organisation is expected to end with efficient demand, brand salience and a common growth scorecard. In mandate 392, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The CMO – Growth and Brand — Trading And Supply Organisation requirement was not included in the approved hiring calendar. It became urgent after a commodity-cycle repositioning created an immediate need for one accountable owner of the trading and supply organisation. Interim coverage protects essential decisions, but split ownership cannot continue through the next operating gate. The board intends to move from qualified shortlist to offer within 4–6 weeks while preserving confidential, evidence-led diligence.

What you will own

• Set the CMO – Growth and Brand value-creation thesis for the trading and supply organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 30,600 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the CMO – Growth and Brand Oil & Energy organisation of about 1,525 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the trading and supply organisation economics and execution constraints created by a commodity-cycle repositioning, with CMO – Growth and Brand-approved owners, dated milestones and transparent escalation thresholds.
• Establish one CMO – Growth and Brand operating review across commercial, customer, financial, people, technology and risk outcomes for the trading and supply organisation; remove reconciliations that obscure accountability.
• Prove incremental commercial contribution using controlled evidence, not only reach, activity or brand awards in mandate 392.
• Build the CMO – Growth and Brand’s three-year succession and capability plan for the trading and supply organisation, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the trading and supply organisation baseline, meet the 30 stakeholders most consequential to growth investment spread across channels without clear incrementality, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal CMO – Growth and Brand portfolio and organisation choices for the trading and supply organisation, 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 trading and supply organisation trend against efficient demand, brand salience and a common growth scorecard, 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 CMO – Growth and Brand’s agreed first-year trading and supply organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A CMO – Growth and Brand forecast that remains decision-useful across three consecutive quarters and reconciles the trading and supply organisation’s operating, cash, customer and people assumptions.
• Closure of the CMO – Growth and Brand mandate’s highest-priority trading and supply organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical trading and supply organisation talent and ready-now successors for at least 70% of the CMO – Growth and Brand’s direct reports.
• A quantified CMO – Growth and Brand-owned improvement in the trading and supply organisation operating constraint behind a commodity-cycle repositioning, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 392: 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 CMO, Growth Officer or Regional Marketing Vice President in a privately held Oil & Energy or adjacent enterprise. In relation to the trading and supply organisation, your CMO – Growth and Brand track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this CMO – Growth and Brand brief.

As a CMO – Growth and Brand candidate, you bring 22–28 years of progressive Oil & Energy 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 SAR 17,750 million and led an organisation of at least 1,075 people.

For mandate 392, the board wants two transitions: a difficult trading and supply organisation portfolio choice and a leadership-system change during a commodity-cycle repositioning. As the prospective CMO – Growth and Brand for this trading and supply organisation, you must challenge optimistic cases and still create followership. References for mandate 392 must distinguish your contribution from the institution around you.

The CMO – Growth and Brand must be based in Riyadh; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of CMO, Growth Officer or Regional Marketing Vice President, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven CMO – Growth and Brand ownership of at least SAR 17,750 million and leadership of no fewer than 1,075 employees in a comparable trading and supply organisation context.
• One completed Oil & Energy or adjacent-sector example of growth investment spread across channels without clear incrementality with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks CMO – Growth and Brand-level trading and supply organisation consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 392.

Compensation and terms

The anticipated CMO – Growth and Brand package is SAR 1.4–1.9 million fixed + annual incentive, calibrated to the final trading and supply organisation scope and the candidate’s current mix. Any long-term participation for mandate 392 follows standard vesting and performance conditions. The CMO – Growth and Brand appointment in Riyadh, centred on the trading and supply organisation, 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 392.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 392. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 392.