Chief Financial Officer – Transformation — Consumer Broadband Franchise

The mandate

The broadband franchise is retiring legacy access, billing and service platforms while migrating customers to newer connectivity and product propositions. The technical direction is clear, but the financial and customer path is not. Savings are forecast when platforms close, yet parallel run, migration support, stranded contracts, customer equipment, credits and network decommissioning can extend well beyond the planned date. Some customers cannot move through a standard journey because of location, service dependence or account complexity.

The Chief Financial Officer – Transformation will govern the value case from migration through actual cost removal. The remit includes transformation finance, controllership, planning, capital and operating-cost governance, cash, contract and provision oversight, benefit assurance and board reporting. Technology and network leaders own execution, consumer leaders own proposition and customer treatment, and finance validates when obligations and costs genuinely leave. The CFO must ensure the programme does not declare value by moving expense into another year or function.

This planned replacement requires a leader who can protect both control and pace. The board is prepared to fund a responsible migration and temporary dual run where evidence requires it. It will not accept indefinite coexistence, optimistic benefit recognition or service withdrawal from customers who lack a viable alternative.

Scope and operating context

Based onsite in Singapore, the role influences approximately 1,925 employees and material partners across Singapore and a wider international region. Finance teams work with network, technology, product, care, field operations, regulatory, procurement and legal leaders. Vendors support billing, customer management, access equipment, field service and migration delivery.

Legacy retirement contains multiple economic events. Customer equipment may need replacement; early contract termination can create vendor charges; property and energy savings depend on physical decommissioning; software cost can persist through data retention or dispute; and revenue may change through repricing, churn or service credits. The value bridge must identify each event and its evidence.

Accounting treatment requires judgement around assets, impairment, provisions, contract termination, customer credits and capitalised transformation spend. Those judgements will follow applicable standards and audit, not programme targets. The CFO will ensure forecasts and management reporting remain consistent with the statutory position without confusing them.

First-year agenda

The first one hundred days will rebuild the migration and value baseline. The CFO will review customer cohorts, platform and network dependencies, remaining assets, vendor contracts, programme spend, capital, service credits, churn, revenue migration and forecast savings. Several cohorts will be traced from eligibility through migration, stabilisation and legacy closure to expose hidden work and cost.

The executive will then create a value-release map by dependency. A billing cost may leave only after accounts, balances, disputes and records are migrated; a network site may close after the last dependent customer and regulated service moves; a support team may reduce after contact and defect volumes stabilise. Each benefit will have an owner, evidence, cash date and conditions that could delay it.

Customer economics will be incorporated explicitly. Migration offers, equipment, installation, credits, service interruption, contact and retention will be measured by cohort. Customers whose new product has higher headline revenue but greater acquisition or support cost will not be presented as uncomplicated value. Vulnerable or specialist-service customers will have appropriate treatment and alternatives.

Commercial and vendor contracts require active management. The CFO will identify renewal, break, minimum-volume, data-access and exit terms and align negotiations with realistic migration timing. Savings cases will include termination and transition costs. Where a vendor is critical to safe closure, commercial pressure cannot be allowed to weaken support prematurely.

Programme governance will separate migration progress, customer stability and cost exit. Milestones will require reconciled volumes and financial evidence, with independent review of major benefits and provisions. By year-end, selected legacy components should have closed with cost removed, high-risk cohorts should have approved paths and the board should see a credible remaining liability and cash profile.

Leadership responsibilities

The CFO will chair transformation value governance and report directly to the chief executive and relevant board committee. Papers will distinguish identified, contracted, implemented and realised benefit. Changes in timing or value will be stated promptly with customer and operational consequence.

The executive will strengthen finance capability around technology and network retirement. Teams need fluency in customer cohorts, assets, contracts, data retention and decommissioning. The CFO will assess leaders, improve succession and embed finance partners close enough to influence design before commitments are made.

External responsibilities include auditors, banks, regulators, tax authorities and material vendors. The CFO will maintain transparent accounting and covenant communication and support regulatory review where customer or network obligations affect closure. Commercial confidentiality may not be used to hide a material programme risk from proper oversight.

Measures of success

The board will review migrated and stabilised customers, revenue and margin movement, churn, credits, contact, programme cash, parallel-run cost, assets and provisions, vendor exits and benefits realised. Platform and network closure will be connected to actual invoice, energy, property and workforce changes.

Control outcomes include forecast accuracy, reconciled cohort counts, accounting judgements, audit findings and benefit evidence. Customer measures include service continuity, installation success, complaint and vulnerable-customer outcomes. A migration completed in system records but followed by high defects or retained legacy cost will not count as complete.

Candidate profile

Candidates should bring 22–28 years of finance leadership in telecommunications, utilities, technology, banking or another regulated subscription business with legacy platforms. They must have governed a large customer migration or technology retirement through accounting, cash, contracts and benefit realisation.

The board will seek examples of reducing an optimistic benefit case, extending dual run for a defensible reason, closing a platform cost only after dependency evidence and handling impairment or provision judgements independently. Candidates should understand recurring revenue, churn, billing, network assets and vendor exit.

The successful CFO will combine technical authority, transformation pace and customer awareness. They must challenge programme leaders and auditors constructively, communicate uncertainty clearly and stay engaged until costs and obligations actually leave. International and regulatory experience is important.

Compensation and appointment terms

The expected base range is SGD 420,000–570,000, with annual incentive and long-term participation linked to cash, control and sustainable transformation. Final placement will reflect relevant programme scale, finance depth and current arrangements. Any relocation or forfeited-award provision will be considered against documented individual circumstances.

Confidentiality

The provider is unnamed because the migration, vendor contracts and financial consequences are not public. Detailed platform, customer and accounting information will be disclosed only after identity, conflict and confidentiality checks. Applications must anonymise cohorts, asset values, audit judgements and closure plans from other organisations.