EVP – International Strategy — Powertrain Division

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed integrated automotive and components manufacturer. The immediate arena is the powertrain division during a supplier-resilience gap. For mandate 277, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The EVP – International Strategy operating perimeter covers approximately THB 14,350 million in regional revenue and programme portfolio, with activity spanning several powertrain division customer, product and delivery clusters rather than a single asset. The EVP – International Strategy Automotive remit carries direct influence over roughly 2,375 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a EVP – International Strategy who can convert ambiguity into a short list of explicit choices for the powertrain division. The EVP – International Strategy Automotive seat must resolve a supplier-resilience gap, while preserving the underlying strengths of the powertrain division. For mandate 277, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The EVP – International Strategy’s first year on the powertrain division is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 277, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the EVP – International Strategy — Powertrain Division seat following an accelerated leadership transition. Interim accountability is in place for the powertrain division, but the board wants a permanent appointment within 6–8 weeks because a supplier-resilience gap cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the EVP – International Strategy value-creation thesis for the powertrain division, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately THB 14,350 million in regional revenue and programme portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Automotive organisation of about 2,375 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the powertrain division economics and execution constraints created by a supplier-resilience gap, with EVP – International Strategy-approved owners, dated milestones and transparent escalation thresholds.
• Establish one EVP – International Strategy operating review across commercial, customer, financial, people, technology and risk outcomes for the powertrain division; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 277.
• Build the EVP – International Strategy’s three-year succession and capability plan for the powertrain division, reducing dependence on individual executives and improving mobility across the wider Automotive organisation.

The first 12 months

• Days 1–90: Validate the powertrain division baseline, meet the 30 stakeholders most consequential to international expansion that lacks explicit market-entry gates, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal EVP – International Strategy portfolio and organisation choices for the powertrain division, 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 powertrain division trend against capital-efficient entry, partnership choices and timely exits, 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 EVP – International Strategy’s agreed first-year powertrain division value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A EVP – International Strategy forecast that remains decision-useful across three consecutive quarters and reconciles the powertrain division’s operating, cash, customer and people assumptions.
• Closure of the EVP – International Strategy mandate’s highest-priority powertrain division risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical powertrain division talent and ready-now successors for at least 70% of the EVP – International Strategy’s direct reports.
• A quantified EVP – International Strategy-owned improvement in the powertrain division operating constraint behind a supplier-resilience gap, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 277: 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 EVP Strategy, International Development Head or CSO in a institutionally backed Automotive or adjacent enterprise. In relation to the powertrain division, your EVP – International Strategy 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 EVP – International Strategy brief.

As a EVP – International Strategy 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 THB 8,300 million and led an organisation of at least 1,675 people.

For mandate 277, the board wants two transitions: a difficult powertrain division portfolio choice and a leadership-system change during a supplier-resilience gap. As the prospective EVP – International Strategy for this powertrain division, you must challenge optimistic cases and still create followership. References for mandate 277 must distinguish your contribution from the institution around you.

The EVP – International Strategy must be based in Bangkok; 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 EVP Strategy, International Development Head or CSO, with direct exposure to a board, investment committee or equivalent Automotive governance forum.
• Proven EVP – International Strategy ownership of at least THB 8,300 million and leadership of no fewer than 1,675 employees in a comparable powertrain division context.
• One completed Automotive or adjacent-sector example of international expansion that lacks explicit market-entry gates 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 EVP – International Strategy-level powertrain division consequences will not meet the bar.
• Willingness to meet the Bangkok location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 277.

Compensation and terms

The anticipated EVP – International Strategy package is THB 9–13 million base + annual incentive, calibrated to the final powertrain division scope and the candidate’s current mix. Any long-term participation for mandate 277 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Bangkok, centred on the powertrain division, 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 277.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 277. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 277.