CIO – Enterprise Platforms — Logistics Marketplace

The mandate

This marketplace assigns shipments to independent carriers and calculates payment from rate cards, events, waiting, tolls, claims and service adjustments. Years of market-specific growth have spread those rules across transport systems, finance applications and manual files. Carriers cannot always reproduce a settlement, support agents lack a full explanation and finance depends on large reconciliations. The CIO will rebuild enterprise platforms so every monetary outcome is traceable to work and approved policy.

The perimeter includes approximately 1,025 employees and material partners across enterprise applications, data, integration, infrastructure, identity, cyber and technology service. Marketplace product engineering has a separate CTO; the CIO owns finance, procurement, people and carrier-enterprise systems and their integration to shipment events. The role requires a firm boundary with product technology and shared ownership of data contracts between them.

Trust cannot wait for a multi-year core replacement. Immediate reconciliation and statement changes must run alongside target architecture. The executive must identify which rules belong in marketplace products, a settlement service or finance and prevent further local logic while migration proceeds. Personal and commercial carrier data require purpose-limited access and retention across countries.

Tax and currency treatment are part of settlement correctness. Cross-border carriers may face withholding, indirect tax, currency conversion and bank charges that differ from the amount the marketplace authorises. The CIO will work with finance to preserve gross, statutory, conversion and net components as separate evidence. A payment is not successfully integrated merely because the platform marks it complete; confirmation, rejection and returned-fund events must reconcile to the carrier account.

Why this seat is open

The incumbent CIO will complete a planned term and supports an orderly successor process. The board began replacement before major platform commitments so the new leader can own direction and vendor choices. The retirement timetable allows knowledge transfer, but repeated settlement exceptions make early independent diagnosis essential.

What you will own

• Map shipment event to carrier statement, payment, customer invoice and general ledger, naming authoritative data and rule owners.
• Establish a transparent settlement service with versioned rates, adjustments, evidence and appeal support.
• Stabilise current reconciliations and stop new country logic outside controlled architecture.
• Define enterprise domains across carrier, finance, procurement, identity and people systems.
• Govern integration with marketplace products through tested data contracts, observability and end-to-end incident command.
• Strengthen privileged access, segregation, data retention and vendor controls for monetary and partner information.
• Sequence replacement or retirement with financial reconciliation, migration cohorts and rollback.
• Build enterprise-technology leaders who understand carrier operations and can challenge vendors independently.

The first 12 months

In 90 days, trace a representative shipment cohort across three countries, quantify settlement breaks and sample carrier disputes. Review upcoming vendor renewals and defer commitments that pre-empt architecture where safe. Agree rule and data ownership with the CTO, CFO and operations leader, then publish an immediate reconciliation and transparency plan.

By month six, launch versioned rate and adjustment control in a priority market, provide support with an explainable statement view and automate high-confidence reconciliations. Implement common observability on critical data flows and close urgent access issues. Select target platforms only after process and domain decisions are stable.

At twelve months, achieve 99.8% first-pass settlement reconciliation, reduce carrier payment disputes by 50% and settle 95% of undisputed amounts on time. Close should require 70% fewer manual settlement adjustments, critical data flows should meet documented recovery objectives, and high-risk privileged-access findings should fall by 90%. Retire or renegotiate at least 15% of addressable enterprise run cost without disrupting marketplace operations.

What the board will measure

• Carrier payments that are accurate, timely and explainable from shipment evidence.
• Financial close and control improvement after reconciliation automation.
• Clear ownership between enterprise and marketplace technology.
• Cyber, privacy and data-residency control across regional operations.
• Platform and vendor decisions that realise cost after safe migration.
• Leadership and succession across enterprise architecture, data, applications and service.

The person

You have 22–28 years in enterprise technology for logistics, marketplaces, payments, travel or another high-volume partner network. You have modernised finance and settlement platforms while live transactions continued. A corporate-systems-only CIO background is insufficient without end-to-end monetary and operational integration.

Your record should include systems supporting more than S$700 million of transactions or payments and leadership of at least 750 employees and partners. You can describe a payment defect you owned, a vendor renewal you challenged and how a data authority was settled between technology teams. References will focus on production accountability and transparent treatment of affected partners.

This permanent onsite Singapore position reports to the Group Chief Executive or designated executive sponsor and includes regional travel.

Compensation and terms

Base compensation is S$500,000–680,000 plus annual incentive and long-term incentive measured through settlement integrity, control, reliability, cost and leadership. The role is permanent, onsite in Singapore and reports to the Group Chief Executive or selected executive sponsor. The planned succession can accommodate notice up to six months.

Confidentiality

The marketplace, carrier records, architecture, vendors and control findings are confidential. Technical detail follows reciprocal fit, conflicts and a signed undertaking. Public scale and facts are rounded and recombined; candidates must not seek identity through carriers, suppliers, employees or investors.