Divisional Chief Financial Officer — Trading And Supply Organisation

The mandate

Following two years of uneven execution, the board is addressing a division requiring independent economics before a strategic transaction within a multinational-owned integrated energy producer and services platform. The immediate arena is the trading and supply organisation during a capital-discipline reset. For mandate 374, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Divisional Chief Financial Officer operating perimeter covers approximately SAR 43,550 million in operated asset and trading portfolio, with activity spanning several trading and supply organisation customer, product and delivery clusters rather than a single asset. The Divisional Chief Financial Officer Oil & Energy remit carries direct influence over roughly 1,850 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Divisional Chief Financial Officer who can convert ambiguity into a short list of explicit choices for the trading and supply organisation. The Divisional Chief Financial Officer Oil & Energy seat must resolve a capital-discipline reset, while preserving the underlying strengths of the trading and supply organisation. For mandate 374, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Divisional Chief Financial Officer’s first year on the trading and supply organisation is expected to end with stand-alone controls, value visibility and transaction readiness. In mandate 374, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Divisional Chief Financial Officer — Trading And Supply Organisation seat following an accelerated leadership transition. Interim accountability is in place for the trading and supply organisation, but the board wants a permanent appointment within 6–8 weeks because a capital-discipline reset cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Divisional Chief Financial Officer value-creation thesis for the trading and supply organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 43,550 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Divisional Chief Financial Officer Oil & Energy organisation of about 1,850 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the trading and supply organisation economics and execution constraints created by a capital-discipline reset, with Divisional Chief Financial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Divisional Chief Financial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the trading and supply organisation; remove reconciliations that obscure accountability.
• Have signed or directly owned board financial statements, liquidity decisions and investment cases at the stated scale in mandate 374.
• Build the Divisional Chief Financial Officer’s three-year succession and capability plan for the trading and supply organisation, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the trading and supply organisation baseline, meet the 30 stakeholders most consequential to a division requiring independent economics before a strategic transaction, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Divisional Chief Financial Officer portfolio and organisation choices for the trading and supply organisation, 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 trading and supply organisation trend against stand-alone controls, value visibility and transaction readiness, 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 Divisional Chief Financial Officer’s agreed first-year trading and supply organisation value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Divisional Chief Financial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the trading and supply organisation’s operating, cash, customer and people assumptions.
• Closure of the Divisional Chief Financial Officer mandate’s highest-priority trading and supply organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical trading and supply organisation talent and ready-now successors for at least 70% of the Divisional Chief Financial Officer’s direct reports.
• A quantified Divisional Chief Financial Officer-owned improvement in the trading and supply organisation operating constraint behind a capital-discipline reset, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 374: 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 Divisional CFO, Business CFO or Finance Director in a multinational-owned Oil & Energy or adjacent enterprise. In relation to the trading and supply organisation, your Divisional Chief Financial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from energy, oil and gas, utilities, chemicals, renewables or industrial services will be considered where the operating model, customer stakes and governance intensity match this Divisional Chief Financial Officer brief.

As a Divisional Chief Financial Officer candidate, you bring 22–28 years of progressive Oil & Energy 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 SAR 25,250 million and led an organisation of at least 1,300 people.

For mandate 374, the board wants two transitions: a difficult trading and supply organisation portfolio choice and a leadership-system change during a capital-discipline reset. As the prospective Divisional Chief Financial Officer for this trading and supply organisation, you must challenge optimistic cases and still create followership. References for mandate 374 must distinguish your contribution from the institution around you.

The Divisional Chief Financial Officer must be based in Riyadh; international relocation is supported, but this Oil & Energy role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Divisional CFO, Business CFO or Finance Director, with direct exposure to a board, investment committee or equivalent Oil & Energy governance forum.
• Proven Divisional Chief Financial Officer ownership of at least SAR 25,250 million and leadership of no fewer than 1,300 employees in a comparable trading and supply organisation context.
• One completed Oil & Energy or adjacent-sector example of a division requiring independent economics before a strategic transaction with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Divisional Chief Financial Officer-level trading and supply organisation consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 374.

Compensation and terms

The anticipated Divisional Chief Financial Officer package is SAR 2.0–2.9 million fixed + annual incentive and LTI, calibrated to the final trading and supply organisation scope and the candidate’s current mix. Any long-term participation for mandate 374 follows standard vesting and performance conditions. The Divisional Chief Financial Officer appointment in Riyadh, centred on the trading and supply organisation, 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 374.

Confidentiality

The client name, precise footprint and transaction history are outside this brief for mandate 374. They will be shared with qualified candidates under a mutual undertaking, and the composite facts here must not be reverse-engineered or circulated for mandate 374.