SVP – Product and Markets — Enterprise-Operations Centre

The mandate

Customer and operating evidence now point to a product portfolio that no longer maps cleanly to customer economics within a multinational-owned multinational global-capability-centre network. The immediate arena is the enterprise-operations centre during a multi-site consolidation. For mandate 228, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The SVP – Product and Markets operating perimeter covers approximately PLN 2,400 million in annual global services budget, with activity spanning several enterprise-operations centre customer, product and delivery clusters rather than a single asset. The SVP – Product and Markets Global Capability Centres remit carries direct influence over roughly 1,275 colleagues and third-party capacity.

The board and its investment committee want a SVP – Product and Markets who can convert ambiguity into a short list of explicit choices for the enterprise-operations centre. The SVP – Product and Markets Global Capability Centres seat must resolve a multi-site consolidation, while preserving the underlying strengths of the enterprise-operations centre. For mandate 228, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The SVP – Product and Markets’s first year on the enterprise-operations centre is expected to end with portfolio focus, adoption and lifecycle profitability. In mandate 228, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created SVP – Product and Markets — Enterprise-Operations Centre seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the enterprise-operations centre remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the SVP – Product and Markets value-creation thesis for the enterprise-operations centre, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately PLN 2,400 million in annual global services budget, including allocation, risk acceptance and board forecasts.
• Lead the SVP – Product and Markets Global Capability Centres organisation of about 1,275 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the enterprise-operations centre economics and execution constraints created by a multi-site consolidation, with SVP – Product and Markets-approved owners, dated milestones and transparent escalation thresholds.
• Establish one SVP – Product and Markets operating review across commercial, customer, financial, people, technology and risk outcomes for the enterprise-operations centre; remove reconciliations that obscure accountability.
• Show end-to-end ownership of a material platform or value stream, including budget, talent and measurable operating outcomes in mandate 228.
• Build the SVP – Product and Markets’s three-year succession and capability plan for the enterprise-operations centre, reducing dependence on individual executives and improving mobility across the wider Global Capability Centres organisation.

The first 12 months

• Days 1–90: Validate the enterprise-operations centre baseline, meet the 30 stakeholders most consequential to a product portfolio that no longer maps cleanly to customer economics, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal SVP – Product and Markets portfolio and organisation choices for the enterprise-operations centre, 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 enterprise-operations centre trend against portfolio focus, adoption and lifecycle profitability, 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 SVP – Product and Markets’s agreed first-year enterprise-operations centre value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A SVP – Product and Markets forecast that remains decision-useful across three consecutive quarters and reconciles the enterprise-operations centre’s operating, cash, customer and people assumptions.
• Closure of the SVP – Product and Markets mandate’s highest-priority enterprise-operations centre risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical enterprise-operations centre talent and ready-now successors for at least 70% of the SVP – Product and Markets’s direct reports.
• A quantified SVP – Product and Markets-owned improvement in the enterprise-operations centre operating constraint behind a multi-site consolidation, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 228: 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 SVP Product, Product Line GM or Commercial Product Head in a multinational-owned Global Capability Centres or adjacent enterprise. In relation to the enterprise-operations centre, your SVP – Product and Markets 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 SVP – Product and Markets brief.

As a SVP – Product and Markets 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 PLN 1,400 million and led an organisation of at least 900 people.

For mandate 228, the board wants two transitions: a difficult enterprise-operations centre portfolio choice and a leadership-system change during a multi-site consolidation. As the prospective SVP – Product and Markets for this enterprise-operations centre, you must challenge optimistic cases and still create followership. References for mandate 228 must distinguish your contribution from the institution around you.

The SVP – Product and Markets must be based in Krakow; 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 SVP Product, Product Line GM or Commercial Product Head, with direct exposure to a board, investment committee or equivalent Global Capability Centres governance forum.
• Proven SVP – Product and Markets ownership of at least PLN 1,400 million and leadership of no fewer than 900 employees in a comparable enterprise-operations centre context.
• One completed Global Capability Centres or adjacent-sector example of a product portfolio that no longer maps cleanly to customer economics 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 SVP – Product and Markets-level enterprise-operations centre consequences will not meet the bar.
• Willingness to meet the Krakow location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 228.

Compensation and terms

The anticipated SVP – Product and Markets package is PLN 1.0–1.35 million base + annual incentive, calibrated to the final enterprise-operations centre scope and the candidate’s current mix. Any long-term participation for mandate 228 follows standard vesting and performance conditions. The SVP – Product and Markets appointment in Krakow, centred on the enterprise-operations centre, offers regular exposure to the board and its investment committee. A notice period of up to 6 months can be accommodated for the selected executive in mandate 228.

Confidentiality

This search is being conducted without naming the client for mandate 228. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 228.