EVP – International Strategy — Electric-Mobility Platform

The mandate

The investment committee has withheld further expansion pending clarity on international expansion that lacks explicit market-entry gates within a institutionally backed technology-enabled mobility and transport platform. The immediate arena is the electric-mobility platform during a regulatory operating-model change. For mandate 427, 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 A$6,000 million in gross bookings and fleet portfolio, with activity spanning several electric-mobility platform customer, product and delivery clusters rather than a single asset. The EVP – International Strategy Mobility remit carries direct influence over roughly 1,100 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 electric-mobility platform. The EVP – International Strategy Mobility seat must resolve a regulatory operating-model change, while preserving the underlying strengths of the electric-mobility platform. For mandate 427, 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 electric-mobility platform is expected to end with capital-efficient entry, partnership choices and timely exits. In mandate 427, 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 EVP – International Strategy — Electric-Mobility Platform seat, established because a regulatory operating-model change now requires one accountable executive rather than distributed ownership. The board has classified the appointment as urgent and intends to move from qualified shortlist to offer within 6–8 weeks. Interim governance protects the electric-mobility platform, but it is not a substitute for a permanent appointee. The external search remains confidential to avoid unnecessary disruption before the appointment is agreed.

What you will own

• Set the EVP – International Strategy value-creation thesis for the electric-mobility platform, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately A$6,000 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the EVP – International Strategy Mobility organisation of about 1,100 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the electric-mobility platform economics and execution constraints created by a regulatory operating-model change, 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 electric-mobility platform; remove reconciliations that obscure accountability.
• Demonstrate enterprise authority across functions and markets, with outcomes visible in cash, customers or controlled risk in mandate 427.
• Build the EVP – International Strategy’s three-year succession and capability plan for the electric-mobility platform, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the electric-mobility platform 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 electric-mobility platform, 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 electric-mobility platform 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 electric-mobility platform 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 electric-mobility platform’s operating, cash, customer and people assumptions.
• Closure of the EVP – International Strategy mandate’s highest-priority electric-mobility platform risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical electric-mobility platform 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 electric-mobility platform operating constraint behind a regulatory operating-model change, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 427: 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 Mobility or adjacent enterprise. In relation to the electric-mobility platform, 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 mobility, logistics, automotive, travel technology or consumer platforms 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 Mobility 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 A$3,500 million and led an organisation of at least 775 people.

For mandate 427, the board wants two transitions: a difficult electric-mobility platform portfolio choice and a leadership-system change during a regulatory operating-model change. As the prospective EVP – International Strategy for this electric-mobility platform, you must challenge optimistic cases and still create followership. References for mandate 427 must distinguish your contribution from the institution around you.

The EVP – International Strategy must be based in Sydney; international relocation is supported, but this Mobility 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 Mobility governance forum.
• Proven EVP – International Strategy ownership of at least A$3,500 million and leadership of no fewer than 775 employees in a comparable electric-mobility platform context.
• One completed Mobility 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 mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks EVP – International Strategy-level electric-mobility platform consequences will not meet the bar.
• Willingness to meet the Sydney location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 427.

Compensation and terms

The anticipated EVP – International Strategy package is A$380,000–500,000 base + annual incentive, calibrated to the final electric-mobility platform scope and the candidate’s current mix. Any long-term participation for mandate 427 follows standard vesting and performance conditions. The EVP – International Strategy appointment in Sydney, centred on the electric-mobility platform, 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 427.

Confidentiality

Client identity is withheld at this stage and will be disclosed under mutual confidentiality after an initial fit discussion for mandate 427. Rounded ranges and blended context prevent this document from being used to triangulate the organisation for mandate 427.