Public-Contract Carve-Out Finance Leader

The mandate

An environmental-services group plans to divest twelve municipal waste and water-service contracts. The rehearsal perimeter omitted vehicles shared across districts, mobilisation assets funded through tariff, performance bonds issued under parent facilities and receivables subject to authority acceptance. Several contracts require consent or novation, and indexation claims remain unsettled. The separation controller left after a mock balance sheet failed buyer review.

The interim must assume onsite Ho Chi Minh City leadership within two weeks and serve sixteen months through readiness, authority consent, completion and three independent closes. Permanent contract-finance recruitment starts once all twelve contracts have executable finance perimeters and two mock closes reconcile, expected in month nine. The successor will lead one municipal billing cycle and first stand-alone close during seven weeks of overlap.

Handover requires contract-by-contract revenue and cost bridges, indexed tariff and claim histories, receivable acceptance evidence, asset and inventory registers, bond and guarantee migration, payroll and depot allocations, tax mapping, working capital, TSA controls and a complete buyer response archive. Three closes must reconcile to authority billing and cash. Unresolved consent, claim and bond risks pass with owners and quantified scenarios.

The interim may reject unsupported carve-out entries, stop inter-perimeter cash movement, require asset tagging, redesign billing controls and commit up to VND 420 billion within the approved separation programme. Contract assignment, authority negotiation, tariff settlement, bond issuance, employee transfer, tax position and sale terms remain with duly appointed executives and public bodies. Operational managers keep service-delivery accountability throughout transition.

Municipal service design, route scheduling, environmental compliance, legal interpretation, buyer integration and parent businesses beyond the twelve contracts remain outside scope. The seat owns stand-alone financial evidence, public billing and cash controls, bond visibility, separation governance, finance-team installation and succession. It cannot treat disputed indexation or unapproved service volume as certain value merely to support price.

Why this seat is open

The failed rehearsal revealed that public contracts do not separate cleanly by legal entity or ledger, followed by the controller’s departure. Assets, guarantees, billing acceptance and municipal permissions move on different timetables while service cannot stop. Temporary carve-out authority can create contract-level financial truth through actual authority and close cycles before permanent leadership assumes control.

What you will own

• Define each contract perimeter across revenue rights, operating cost, staff, depot, fleet, equipment, inventory and obligation.
• Rebuild billed, unbilled, accepted, disputed and collected revenue by municipal certification and contractual indexation event.
• Reconcile mobilisation funding, capital assets, depreciation, restoration duties and residual ownership at transfer.
• Map performance bonds, parent guarantees, retentions, insurance and restricted cash to consent, replacement and release milestones.
• Establish stand-alone billing, collection, purchasing, payroll, treasury and close controls before transaction completion.
• Run two mock and three independent closes with buyer observation, authority evidence and aged exception governance.
• Transfer contract dossiers, consent logs, bond calendars, claim ranges, control evidence and trained finance ownership.

Candidate qualifications

• Held executive carve-out finance authority for municipal, concession or other public-service contract portfolios.
• Separated revenue and cash where authority acceptance, indexation, service measures and disputes drove recognition and collection.
• Migrated performance bonds, guarantees, retentions and restricted funds without interrupting essential contracted service.
• Reconstructed shared fleet, depots, mobilisation assets, employees and working capital at individual-contract level.
• Worked with public authorities, buyers and counsel while preserving negotiation and legal decision boundaries.
• Installed permanent contract finance after consent, mock close, completion and stand-alone billing cycles.

Non-negotiables

• Can start onsite in Ho Chi Minh City within two weeks and travel monthly to depots and authority sessions.
• Will accept exclusive executive accountability for the twelve-contract separation finance perimeter and evidence.
• Brings completed public-contract carve-out execution; standard private-sector entity separation alone is insufficient.
• Must disclose municipality, buyer, bond provider, operator, adviser, auditor and material supplier relationships.

1. 49 words maximum. Describe a public-contract separation where billing acceptance changed the apparent receivable or revenue perimeter.
2. 49 words maximum. Which evidence must exist before transferring a performance bond tied to essential service?
3. 49 words maximum. State your Ho Chi Minh City availability and the largest municipal portfolio you separated.