Customer-Visibility Platform Recovery Leader — Contract Logistics

The mandate

A cloud cutover moved the group’s shipment-visibility service away from its legacy event store but left warehouse, transport and customs messages arriving with different timestamps and identifiers. Three strategic customers challenged service credits after the portal displayed freight as delivered while proof-of-delivery remained unresolved. The platform director departed during the escalation, and country technology heads have since applied incompatible fixes.

The successful leader will mobilise within fourteen days of contract signature for an eleven-month assignment anchored in Singapore. A permanent regional platform director is expected to be selected by month eight, followed by six weeks of shadowing through a customer release and an operating review. The board may offer one three-month extension solely if appointment approval is delayed, not to accommodate scope added after mobilisation.

Handover is complete when the top twenty-five customers receive traceable milestone events across nine markets; late, duplicated and corrected events carry an explainable lineage; two peak-volume releases meet availability and recovery objectives; and service-credit calculations reconcile to contracted definitions. Country owners must then operate a common control calendar for forty-five days, with the permanent director accepting residual data debt and supplier actions in writing.

The interim may suspend platform releases, set event-quality thresholds, direct the sanctioned S$41 million recovery portfolio, redeploy internal squads and compel contracted providers to execute remediation within signed obligations. Pricing concessions, changes to customer contracts, supplier termination, expenditure beyond S$4 million outside plan and permanent organisation design remain with the group committee; the role has no authority over customs declarations or physical freight disposition.

Warehouse automation, fleet routing and the commercial redesign of forwarding products are not part of this brief. Neither is a wholesale replacement of every warehouse or transport system. The recovery may specify interface behaviour and evidence those systems must provide, but local operational transformations retain their existing sponsors and funding.

Why this seat is open

The cutover converted known data differences into customer-visible contradictions without a regional owner able to stop country workarounds. Technology reporting concentrated on cloud milestones while operations and account teams measured whether a shipment could actually be found and explained. A neutral recovery leader is required to unify those views before contract renewals expose further commercial damage.

What you will own

• Establish a shipment-event truth model that reconciles warehouse scans, carrier messages, customs statuses, sensor feeds and proof-of-delivery without hiding correction history.
• Triage the top twenty-five customer journeys by operational harm, contractual consequence and adoption friction, assigning a dated recovery route to every material exception.
• Recast the S$41 million portfolio into platform resilience, interface remediation, country migration and customer activation outcomes with explicit stop decisions.
• Govern cloud releases through evidence for throughput, data timeliness, replay behaviour, identity, observability, cyber controls and country fallback readiness.
• Resolve accountability between regional product owners, country CIOs, operations control towers and external integrators for creation, correction and communication of each event class.
• Prove customer value through portal usage, API consumption, exception-resolution time, avoidable enquiry volume and service-credit accuracy rather than log-in growth alone.
• Transition the service catalogue, architectural decisions, customer commitments, event-debt inventory and supplier remedies during a successor-led release and forty-five-day control cycle.

Candidate qualifications

• Led a multi-country digital or technology portfolio above S$30 million with simultaneous accountability for customer growth, platform delivery and regulatory or contractual imperatives.
• Recovered a cloud migration or platform consolidation where inconsistent identifiers, data timing or local integrations damaged customer-facing truth.
• Built governance across engineering, operations, product, risk and commercial leaders in at least four countries, including teams separated by material time zones.
• Used customer conversion and adoption measures alongside failure demand, manual recovery and control evidence to decide whether a digital proposition was genuinely working.
• Managed strategic technology vendors through missed milestones or production defects, converting contractual rights into a practical remediation plan without losing delivery continuity.
• Handed a stabilised regional platform to permanent leadership with accepted architecture choices, funded technical debt and operating forums that survived the transition.

Non-negotiables

• Able to start within fourteen days of signature, work from Singapore three days weekly and travel within Asia-Pacific for up to one week each month.
• Has held personal stop-go authority for a cloud or core-platform release serving enterprise customers across multiple legal jurisdictions.
• Can evidence stewardship of a technology portfolio worth at least S$30 million or its currency equivalent across parallel product, platform, regulatory and market-launch workstreams.
• Must reveal any current financial, advisory or employment relationship with the group’s cloud provider, visibility-platform supplier or regional systems integrators.

1. 49 words maximum. State your mobilisation date, Singapore availability and any concurrent duty that could impede an eleven-month executive assignment.
2. 49 words maximum. Describe a cloud or platform migration where the technical cutover succeeded but customer-visible data did not; what did you decide next?
3. 49 words maximum. Which three measures would show whether shipment visibility is preventing operational uncertainty rather than merely increasing portal activity?