EVP – International Strategy — Industrial-Equipment Business

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed multi-site industrial manufacturing group. The immediate arena is the industrial-equipment business during an automation investment cycle. For mandate 477, 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 £11,250 million in manufacturing and commercial portfolio, with activity spanning several industrial-equipment business customer, product and delivery clusters rather than a single asset. The EVP – International Strategy Manufacturing remit carries direct influence over roughly 3,225 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 industrial-equipment business. The EVP – International Strategy Manufacturing seat must resolve an automation investment cycle, while preserving the underlying strengths of the industrial-equipment business. For mandate 477, 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 industrial-equipment business is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 477, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

The EVP – International Strategy — Industrial-Equipment Business requirement was not included in the approved hiring calendar. It became urgent after an automation investment cycle created an immediate need for one accountable owner of the industrial-equipment business. 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 EVP – International Strategy value-creation thesis for the industrial-equipment business, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £11,250 million in manufacturing and commercial portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Manufacturing organisation of about 3,225 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the industrial-equipment business economics and execution constraints created by an automation investment cycle, 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 industrial-equipment business; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 477.
• Build the EVP – International Strategy’s three-year succession and capability plan for the industrial-equipment business, reducing dependence on individual executives and improving mobility across the wider Manufacturing organisation.

The first 12 months

• Days 1–90: Validate the industrial-equipment business 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 industrial-equipment business, 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 industrial-equipment business 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 industrial-equipment business 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 industrial-equipment business’s operating, cash, customer and people assumptions.
• Closure of the EVP – International Strategy mandate’s highest-priority industrial-equipment business risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical industrial-equipment business 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 industrial-equipment business operating constraint behind an automation investment cycle, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 477: 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 Manufacturing or adjacent enterprise. In relation to the industrial-equipment business, 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 industrial manufacturing, engineering, chemicals, automotive components or process industries 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 Manufacturing 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 £6,550 million and led an organisation of at least 2,250 people.

For mandate 477, the board wants two transitions: a difficult industrial-equipment business portfolio choice and a leadership-system change during an automation investment cycle. As the prospective EVP – International Strategy for this industrial-equipment business, you must challenge optimistic cases and still create followership. References for mandate 477 must distinguish your contribution from the institution around you.

The EVP – International Strategy must be based in Manchester; international relocation is supported, but this Manufacturing 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 Manufacturing governance forum.
• Proven EVP – International Strategy ownership of at least £6,550 million and leadership of no fewer than 2,250 employees in a comparable industrial-equipment business context.
• One completed Manufacturing 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 industrial manufacturing, engineering, chemicals, automotive components or process industries; experience that is purely functional and lacks EVP – International Strategy-level industrial-equipment business consequences will not meet the bar.
• Willingness to meet the Manchester location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 477.

Compensation and terms

The anticipated EVP – International Strategy package is £210,000–280,000 base + annual incentive, calibrated to the final industrial-equipment business scope and the candidate’s current mix. Any long-term participation for mandate 477 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Manchester, centred on the industrial-equipment business, 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 477.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 477. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 477.