Divisional Chief Financial Officer — Trading And Supply Organisation

The mandate

A multinational-owned trading and supply division is being evaluated for a strategic transaction. Its reported economics rely on shared funding, systems, logistics and corporate services that are not consistently attributed, while trading books, inventory and customer contracts require independent control. The board needs a Divisional CFO who can establish a standalone financial truth before transaction structure or value is fixed.

The perimeter covers approximately SAR 43,550 million in operated assets and trading portfolio and 1,850 employees and material partners. Accountability includes divisional finance, performance, controllership, treasury coordination, working capital, trading and product control partnership, tax, transaction finance, separation readiness and talent. Commercial executives own positions and risk retains independent limits. The CFO owns financial integrity, standalone economics and the evidence given to the board and counterparties.

The first challenge is to distinguish operating performance from enterprise support. Credit, liquidity, guarantees, technology, insurance, tax, premises, people and shared logistics may continue temporarily but require transparent cost, service and exit assumptions. An apparent margin improvement created by unallocated dependency will not survive diligence.

Why this seat is open

The incumbent is leaving through an accelerated but orderly transition. Interim leaders protect close, payment and limit processes, but transaction preparation cannot remain divided. A permanent appointment is targeted within six to eight weeks. No hidden loss, restatement or conduct issue prompted succession.

What you will own

• Build standalone earnings, cash, capital and balance-sheet views.
• Reconcile physical supply, trading, inventory and financial results.
• Price shared services, guarantees and transitional dependencies.
• Direct transaction finance, diligence and separation controls.
• Strengthen working capital, product control and forecast discipline.
• Build divisional finance leaders and successors.

The standalone model will follow physical and contractual flows. Supply purchase, transport, storage, terminal, inventory, customer delivery, pricing, credit and settlement will reconcile to earnings and cash. The CFO will identify transfer prices and allocations that distort product, customer or book economics and agree a governed replacement.

Trading and product control will distinguish realised, unrealised and operational contribution, with independent valuation, limits and reconciliations. Optionality will be recognised only where rights and physical capacity are usable. Market movement cannot mask delivery, credit or inventory variance. Material adjustments will retain source, approval and explanation suitable for diligence.

Working capital will be governed by purpose. Operating minimums, strategic cover, in-transit volume, collateral and commercial inventory require separate ownership. Receivables will include security, dispute and concentration. Cash release cannot rely on delayed critical suppliers or one-off position timing.

Separation plans will cover bank accounts, treasury, credit facilities, guarantees, tax, controls, data, systems, people and statutory reporting. Transitional services need volumes, pricing, service levels, control rights and exit dates. The CFO will cost stranded and duplicated activity into proceeds rather than treating it as post-deal clean-up.

Transaction materials will distinguish history, normalisation, forecast and management action. Buyer questions must trace to controlled records. Confidential diligence cannot create a parallel reporting process that leaves ordinary management information weaker. Any inconsistency between board, lender and buyer cases will be reconciled before external use.

Tax and regulatory positions will be treated as operating dependencies, not annexes to the transaction. Transfer pricing, customs, VAT, zakat, permanent establishments, licences and reporting duties may change when contracts or logistics move. The CFO will ensure proposed structures are executable in the countries and systems involved, with contingent exposure and required rulings visible in value.

The future finance organisation will be designed before separation. Product control, business finance, treasury, controllership and shared services need explicit authority, staffing and service standards. Key people must be retained through close without making the standalone business permanently dependent on transition bonuses. Successors will rehearse close, liquidity and limit decisions before legal completion.

The first 12 months

Within 75 days, the CFO will validate the ten largest economic and transaction dependencies, assess leadership and establish immediate close and liquidity priorities. The committee will receive a standalone baseline and value-risk map.

By month eight, three major books should reconcile physical, trading and cash views, transition services should carry costed exits and the first diligence data room should reproduce material indicators from controlled systems. Working-capital actions will show sustainable ownership.

At year-end, cash forecast variance should remain within 7%, controllable working capital improve 10% and transaction adjustments be reduced to an agreed tolerance. Ninety-five per cent of material diligence questions should trace to controlled evidence, with no covenant or liquidity surprise and ready cover for 70% of pivotal finance roles.

What the board will measure

• Standalone economics free of hidden enterprise subsidy.
• Trading, physical fulfilment and cash reconciled coherently.
• Transaction evidence reliable under buyer challenge.
• Dependencies costed with executable exit paths.
• Strong independent finance leadership and succession.

The person

You are a Divisional CFO, trading finance executive or transaction finance leader with 22–28 years of experience. You have carried accountable scope above SAR 25,250 million and led at least 1,300 people. Your record includes physical commodities, product control, working capital and carve-outs.

The board will test a shared cost you exposed, a trading result rebuilt from physical evidence and a transaction dependency that changed value. Corporate reporting without commercial and separation authority will not qualify.

This onsite Riyadh role requires regular commercial, asset, lender and transaction travel.

Compensation and terms

Fixed compensation is SAR 2.0–2.9 million plus annual incentive and LTI. Measures include standalone economics, cash, controls, transaction readiness, dependency exit and succession.

Confidentiality

The division, books, counterparties, transaction and financial position remain confidential. Further detail follows qualification and mutual confidentiality. Composite facts protect identity.