EVP – International Strategy — Analytics Organisation

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed multinational global-capability-centre network. The immediate arena is the analytics organisation during a chargeback-model redesign. For mandate 227, 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 €3,700 million in annual global services budget, with activity spanning several analytics organisation customer, product and delivery clusters rather than a single asset. The EVP – International Strategy Global Capability Centres remit carries direct influence over roughly 2,800 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 analytics organisation. The EVP – International Strategy Global Capability Centres seat must resolve a chargeback-model redesign, while preserving the underlying strengths of the analytics organisation. For mandate 227, 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 analytics organisation is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 227, 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 — Analytics Organisation seat following an accelerated leadership transition. Interim accountability is in place for the analytics organisation, but the board wants a permanent appointment within 6–8 weeks because a chargeback-model redesign 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 analytics organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately €3,700 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Global Capability Centres organisation of about 2,800 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the analytics organisation economics and execution constraints created by a chargeback-model redesign, 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 analytics organisation; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 227.
• Build the EVP – International Strategy’s three-year succession and capability plan for the analytics organisation, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the analytics organisation 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 analytics organisation, 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 analytics organisation 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 analytics organisation 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 analytics organisation’s operating, cash, customer and people assumptions.
• Closure of the EVP – International Strategy mandate’s highest-priority analytics organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical analytics organisation 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 analytics organisation operating constraint behind a chargeback-model redesign, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 227: 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 Global Capability Centres or adjacent enterprise. In relation to the analytics organisation, 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 GCCs, shared services, enterprise technology, business services or multinational operations 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 Global Capability Centres 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 €2,150 million and led an organisation of at least 1,950 people.

For mandate 227, the board wants two transitions: a difficult analytics organisation portfolio choice and a leadership-system change during a chargeback-model redesign. As the prospective EVP – International Strategy for this analytics organisation, you must challenge optimistic cases and still create followership. References for mandate 227 must distinguish your contribution from the institution around you.

The EVP – International Strategy must be based in Dublin; international relocation is supported, but this Global Capability Centres 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 Global Capability Centres governance forum.
• Proven EVP – International Strategy ownership of at least €2,150 million and leadership of no fewer than 1,950 employees in a comparable analytics organisation context.
• One completed Global Capability Centres 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 GCCs, shared services, enterprise technology, business services or multinational operations; experience that is purely functional and lacks EVP – International Strategy-level analytics organisation consequences will not meet the bar.
• Willingness to meet the Dublin location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 227.

Compensation and terms

The anticipated EVP – International Strategy package is €230,000–300,000 base + annual incentive, calibrated to the final analytics organisation scope and the candidate’s current mix. Any long-term participation for mandate 227 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Dublin, centred on the analytics organisation, 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 227.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 227. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 227.