Family-Group Portfolio Separation Finance Leader

The mandate

Buyer diligence on the logistics subsidiary found bank accounts swept through group treasury, family-owned properties without current agreements, parent guarantees, related suppliers and management services never charged explicitly. Stand-alone earnings and cash cannot be distinguished from group support. The separation finance leader resigned after family principals rejected a rushed perimeter model that ignored those dependencies.

The interim must take onsite Jakarta leadership within two weeks and lead for eighteen months through transaction readiness, completion and three stand-alone closes. Search for a permanent logistics finance president begins after two clean mock closes and all material related-party arrangements have council disposition, expected in month ten. The successor will own the third stand-alone close and buyer true-up during seven weeks of overlap.

Handover requires a legal-entity and business perimeter, reconciled stand-alone earnings and cash, documented related-party balances and services, bank and guarantee transition, property and supplier cost evidence, and controls operated through three closes. The successor inherits family decisions, TSA obligations, buyer questions, tax dependencies, stranded group cost and unresolved contingent exposure.

The interim may reject unsupported separation entries, freeze new related-party balances, require formal service evidence, establish standalone payment controls and commit up to IDR 280 billion within the approved separation budget. Sale terms, family distributions, property transfer, guarantee release, tax positions and settlements above delegated limits require council approval. Finance decisions will be recorded even when principals choose a commercial exception.

Logistics operations, family governance beyond the divestment, negotiation of sale price, legal ownership determination, property valuation and group companies outside the named perimeter remain excluded. The seat owns financial separation, related-party transparency, cash and control readiness, buyer evidence and succession. It cannot invent arm’s-length history where services were informal; assumptions must remain visible.

Why this seat is open

Buyer findings converted familiar family-group practices into a transaction and credibility problem, followed by leadership exit. Family principals legitimately control assets and relationships but may prefer undocumented flexibility. Temporary separation authority can establish transparent finance while leaving ownership and transaction decisions with the council.

What you will own

• Reconstruct logistics earnings, cash, assets, liabilities and commitments from entity, business and group records.
• Catalogue related-party trading, services, properties, financing, guarantees, people and systems with economic evidence.
• Establish stand-alone cost and cash for treasury, procurement, property, technology, insurance and management support.
• Design bank, payment, close, intercompany, guarantee and buyer-reporting controls for independent operation.
• Run two mock and three stand-alone closes with issue ageing, family decisions and buyer observation.
• Govern transition services through scope, price basis, volume, control, exit, stranded cost and dispute routes.
• Transfer perimeter dossiers, related-party ledgers, council decisions, buyer actions and reporting calendars to the successor.

Candidate qualifications

• Held executive finance authority separating a business from a family-owned or highly integrated conglomerate.
• Reconstructed stand-alone economics where cash, guarantees, properties, suppliers and services were informally shared.
• Managed related-party transparency with family principals while respecting ownership and maintaining transaction evidence.
• Established independent treasury, control and reporting through mock, completion and stand-alone close cycles.
• Worked with buyer, counsel, tax advisers and auditors without concealing uncertainty through pro forma assumptions.
• Handed a separated operating finance function to permanent leadership after transaction and post-close true-up.

Non-negotiables

• Can begin onsite in Jakarta within two weeks and travel monthly to assets and buyer workrooms.
• Will accept exclusive executive accountability for separation finance and continuous escalation of family decisions.
• Brings family-group divestment through stand-alone close; corporate carve-out planning alone is insufficient.
• Must disclose relationships with family members, group companies, buyer, banks, advisers and related suppliers.

1. 49 words maximum. Describe a family-group separation where undocumented support materially changed stand-alone earnings or cash.
2. 49 words maximum. Which related-party dependency must be formalised before a buyer can accept the perimeter?
3. 49 words maximum. State your Jakarta availability and the largest family-controlled separation you directly led.