SVP – Corporate Development — Fleet-Operations Network

The mandate

A recent strategy review exposed a board-approved inorganic agenda requiring disciplined execution within a multinational-owned technology-enabled mobility and transport platform. The immediate arena is the fleet-operations network during a fleet-electrification programme. For mandate 432, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Corporate Development operating perimeter covers approximately €4,450 million in gross bookings and fleet portfolio, with activity spanning several fleet-operations network customer, product and delivery clusters rather than a single asset. The SVP – Corporate Development Mobility remit carries direct influence over roughly 1,000 colleagues and third-party capacity.

The chair, executive committee and principal capital sponsors want a SVP – Corporate Development who can convert ambiguity into a short list of explicit choices for the fleet-operations network. The SVP – Corporate Development Mobility seat must resolve a fleet-electrification programme, while preserving the underlying strengths of the fleet-operations network. For mandate 432, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Corporate Development’s first year on the fleet-operations network is expected to end with proprietary pipeline, integration logic and value realisation. In mandate 432, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created SVP – Corporate Development — Fleet-Operations Network seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the fleet-operations network remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the SVP – Corporate Development value-creation thesis for the fleet-operations network, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €4,450 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Corporate Development Mobility organisation of about 1,000 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the fleet-operations network economics and execution constraints created by a fleet-electrification programme, with SVP – Corporate Development-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Corporate Development operating review across commercial, customer, financial, people, technology and risk outcomes for the fleet-operations network; 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 432.
• Build the SVP – Corporate Development’s three-year succession and capability plan for the fleet-operations network, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the fleet-operations network baseline, meet the 30 stakeholders most consequential to a board-approved inorganic agenda requiring disciplined execution, 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 – Corporate Development portfolio and organisation choices for the fleet-operations network, 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 fleet-operations network trend against proprietary pipeline, integration logic and value realisation, 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 – Corporate Development’s agreed first-year fleet-operations network value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Corporate Development forecast that remains decision-useful across three consecutive quarters and reconciles the fleet-operations network’s operating, cash, customer and people assumptions.
• Closure of the SVP – Corporate Development mandate’s highest-priority fleet-operations network risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical fleet-operations network talent and ready-now successors for at least 70% of the SVP – Corporate Development’s direct reports.
• A quantified SVP – Corporate Development-owned improvement in the fleet-operations network operating constraint behind a fleet-electrification programme, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 432: 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 Corporate Development, M&A Director or Strategy Executive in a multinational-owned Mobility or adjacent enterprise. In relation to the fleet-operations network, your SVP – Corporate Development 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 – Corporate Development brief.

As a SVP – Corporate Development 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 €2,600 million and led an organisation of at least 700 people.

For mandate 432, the board wants two transitions: a difficult fleet-operations network portfolio choice and a leadership-system change during a fleet-electrification programme. As the prospective SVP – Corporate Development for this fleet-operations network, you must challenge optimistic cases and still create followership. References for mandate 432 must distinguish your contribution from the institution around you.

The SVP – Corporate Development must be based in Amsterdam; 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 Corporate Development, M&A Director or Strategy Executive, with direct exposure to a board, investment committee or equivalent Mobility governance forum.
• Proven SVP – Corporate Development ownership of at least €2,600 million and leadership of no fewer than 700 employees in a comparable fleet-operations network context.
• One completed Mobility or adjacent-sector example of a board-approved inorganic agenda requiring disciplined execution 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 – Corporate Development-level fleet-operations network consequences will not meet the bar.
• Willingness to meet the Amsterdam location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 432.

Compensation and terms

The anticipated SVP – Corporate Development package is €240,000–320,000 base + annual incentive, calibrated to the final fleet-operations network scope and the candidate’s current mix. Any long-term participation for mandate 432 follows standard vesting and performance conditions. The SVP – Corporate Development appointment in Amsterdam, centred on the fleet-operations network, 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 432.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 432. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 432.