EVP – International Strategy — Electric-Mobility Platform

The mandate

The platform has established electric fleet and charging propositions in Australia and is evaluating expansion into Asia-Pacific markets. Initial screening emphasised demand and vehicle adoption, but operating rules differ on energy resale, charging standards, transport licensing, data location, consumer credit and foreign ownership. An attractive city can therefore require a different business model, partner set and capital sequence. The EVP will make those differences central to strategy before teams and assets are committed.

Approximately 1,100 employees and material partners sit within the current platform; the role influences them through market priorities, investment gates and partnership choices. It owns international strategy, market intelligence, entry architecture and board investment cases. Country launches will have accountable operating leaders. The EVP should not build a shadow regional management structure, but must retain authority to stop progression when a regulatory or operating condition remains unproved.

The board wants selective internationalisation, not flags on a map. Some markets may suit licensed software, charging partnerships or fleet-management contracts rather than owned infrastructure. The strategy leader must show where proprietary capability truly travels and where local partners provide rights, trust or economics that the company cannot reproduce.

Governance after entry is as important as selection. Minority ventures and licence arrangements can hide weak operational visibility behind board packs. The EVP will define information, audit, reserved-matter and escalation rights before choosing a partner. Each model needs a route to increased control, orderly exit or capital cessation if regulation, service quality or partner conduct changes.

Why this seat is open

A near-term market proposal exposed gaps in the previous distributed approach and made the role urgent. The board created a new executive seat before approving entry, allowing the appointee to test the premise rather than inherit it. The search will proceed quickly but no launch deadline has priority over lawful feasibility.

What you will own

• Create a market-screening method that integrates customer need, route economics, power, vehicle supply, regulation, capital and exit options.
• Define entry models ranging from software and licensing through partnerships to owned fleet or charging investment.
• Establish proof gates for regulatory interpretation, site access, customer commitment and local operating capability.
• Build partner strategy with clear diligence, governance, intellectual-property, data and termination rights.
• Prepare board cases using staged capital and explicit downside rather than one deterministic plan.
• Translate chosen markets into product localisation, leadership, funding and risk requirements.
• Maintain constructive engagement with authorities and industry bodies without treating policy aspiration as approval.
• Stop or redesign market work whose right-to-win weakens as evidence develops.

The first 12 months

In 90 days, reassess the immediate proposal, meet relevant market participants under controlled confidentiality and test the proposed regulatory pathway with independent counsel. Compare at least three entry structures and identify evidence still missing. Present a board decision that may proceed, pause, partner or decline, and set a reusable screening vocabulary.

By month six, complete deep assessments of two additional markets and negotiate one partnership to non-binding decision stage. Establish a small international strategy team and hand product-localisation questions to named executives. No country business plan should include charger or vehicle orders before customer, site and regulatory gates pass.

At year end, secure one board-approved staged entry with at least 60% of first-phase demand under contract or documented customer commitment, keep capital within the defined test envelope and close all pre-launch legal conditions. Withdraw at least one weak option without material stranded cost. Strategy assumptions should be traceable to owners and updated quarterly as regulation or market evidence changes.

What the board will measure

• Quality and timing of proceed, partner, pause and decline decisions.
• Regulatory pathways confirmed by evidence before irreversible commitment.
• Entry structures that transfer appropriate risk while protecting data and strategic capability.
• Real customer commitment and operating readiness behind international cases.
• Capital staged to learning with clear downside and exit triggers.
• Integration of international choices into product, talent and group strategy.

The person

You bring 22–28 years in international strategy, market entry, corporate development or business leadership across electric mobility, energy infrastructure, transport or another regulated platform. You have opened at least one market and deliberately abandoned another after diligence. Experience across Asia-Pacific regulatory systems is essential.

Your decisions should have influenced more than A$700 million of capital, revenue or business scope and a perimeter of 800 employees and partners. You can negotiate with government, founders and large industrial partners without confusing access with permission. The board will seek cases where your entry model changed materially between initial thesis and approval.

The position is onsite in Sydney with extensive regional travel and reports to the Group Chief Executive or designated executive sponsor.

Compensation and terms

Base remuneration is A$380,000–500,000 plus annual incentive, with performance assessed through decision quality, staged capital, partner outcomes and executable entry. This permanent onsite Sydney role reports to the Group Chief Executive or named executive sponsor and entails significant travel. Notice up to six months can be considered against the active decision calendar.

Confidentiality

The platform, candidate markets, authorities, advisers and prospective partners are undisclosed. Detailed cases follow conflict clearance, reciprocal interest and written confidentiality. The scenario and scale have been generalised; applicants must not test likely identities through government, investors or mobility contacts.