SVP – Digital and Customer Platforms — Interactive-Entertainment Division

The mandate

This interactive-entertainment division operates games built from owned worlds and licensed intellectual property. Several material licences are approaching renewal or scope change. The commercial negotiations affect more than future title development: player accounts contain purchased content, virtual inventory, subscriptions, social relationships and progression linked to rights that may vary by territory, platform and date. Existing systems do not always represent those distinctions cleanly.

The company is creating an SVP – Digital and Customer Platforms role to protect player continuity while modernising the underlying platform. The executive will own player identity, entitlement, commerce, account services, community tooling, customer platforms and their product and engineering organisations. Game studios retain title experience, business affairs owns licence interpretation and security teams retain control authority. The SVP must turn contractual rights into reliable platform behaviour and humane customer journeys.

This planned appointment is not simply a migration to a new account stack. The division needs a leader who can decide which capabilities belong in a shared platform, which title differences are legitimate and how to handle products whose rights cannot continue unchanged. The executive must address inherited technical debt without destabilising live games or treating player purchases as an implementation detail.

Scope and operating context

Based onsite in Seoul, the role influences approximately 525 employees and material partners across South Korea and a wider international region. The perimeter includes identity, accounts, parental controls, entitlements, payments, fraud, storefront services, customer support platforms, community and developer tooling. Interfaces span studios, publishing, rights, legal, finance, trust and safety, cyber, data, platform partners and regional operations.

The service estate reflects years of title-specific decisions. The same player may hold several identifiers, currencies and inventories. Platform stores and external identity providers add their own rules. Some games can update continuously; others run on older clients and consoles with limited flexibility. Rights terms may permit sale but restrict future promotion, territory, character use or service after licence expiry.

Player expectations are understandably simple: purchased access should work, progression should remain, and changes should be explained. Achieving that outcome can require detailed interpretation of licence, refund, consumer, data and platform obligations. The SVP must build mechanisms that support those judgements rather than encode one irreversible assumption.

First-year agenda

The first ninety days will create a rights-to-entitlement map for priority titles. The SVP will connect licence clauses, products, bundles, player inventories, territories, sale dates, platforms, service dependencies and contractual end states. Business affairs will confirm interpretation, and engineering will show where current services can or cannot enforce it. Unknowns will be escalated before renewal options lapse.

A target entitlement model will distinguish ownership, licence, subscription, consumable, progression unlock, promotional grant and revocation basis. It will retain evidence of the transaction and governing terms. Shared definitions will reduce title-specific code while allowing controlled variation. Migration will be verified against representative edge cases, including minors, family accounts, cross-platform players and changed territories.

Renewal scenarios will be translated into customer and platform plans. Full renewal, narrowed territory, limited sell-off, continuing service for existing owners and complete sunset each create different obligations. The SVP will provide cost, delivery time, player impact, risk and reversibility so commercial negotiators understand the operational value of each right.

Player migration will use cohorts and explicit safeguards. Identity linking, consent, inventory transfer, authentication and customer support must work before broad cutover. High-value or long-tenure accounts deserve careful verification, but all players require fair treatment. Failed transfers will retain traceable ownership and a restoration path; totals reconciled in aggregate are insufficient.

Commerce will be redesigned around transparent entitlement. Product descriptions, price, currency, tax, renewal, refund and platform terms must match what the service grants. Bundles will state how components behave if one right changes. The SVP will reduce title-specific payment integrations and strengthen fraud control without imposing friction that disproportionately harms legitimate players.

Community and service communication will be planned with studios. Players need timely, accurate information about sales ending, content changes, transfers and refunds. Moderators and support advisers will receive facts and escalation authority before public announcements. Feedback and misinformation patterns will shape subsequent communication while private account information remains protected.

Platform reliability and security will improve in parallel. Identity and commerce are high-value targets and critical live dependencies. The executive will establish service objectives, capacity tests, privileged-access controls, incident command and recovery. Rights transitions themselves will be treated as elevated fraud and account-takeover periods.

The organisational model will clarify shared platform and studio responsibility. Platform teams will offer documented services, road maps and integration support; studios will own adoption and title-specific experience. Exceptions require cost, security and retirement plans. By year-end, priority rights scenarios should be executable, entitlement integrity improved and duplicated account work declining.

Leadership responsibilities

The SVP will lead product and engineering for player platforms and provide the group sponsor with a clear view of readiness, rights dependency and customer risk. They will arbitrate road-map demand across titles using player consequence, contractual timing, security and reuse. No studio's prominence will allow it to consume shared capacity without explicit choice.

They will build leadership across product, engineering, operations and trust. Teams must understand live-game economics and player emotion alongside platform architecture. The SVP will develop successors, reduce vendor and key-person dependency and create durable partnerships with business affairs and studios.

During major account, commerce or migration incidents, the executive will establish command and ensure customer, legal and technical decisions remain aligned. Post-incident action will address platform design and title integration rather than assigning blame at the organisational seam.

Measures of success

The executive committee will monitor entitlement accuracy, account-linking completion, migration failure and restoration, purchase success, refund, fraud, support demand and rights-related complaints. Measures will be segmented by title, platform, territory and relevant customer cohort.

Platform health includes availability, latency, security events, change failure, recovery, shared-service adoption, title exceptions and developer integration time. Rights readiness will track mapped products, confirmed interpretation, scenario delivery and unresolved end-state risk. Cost and workforce measures will test whether reuse actually reduces duplication.

Candidate profile

Candidates should bring 22–28 years in games, digital commerce, consumer platforms or subscription technology. They must have led identity, entitlement or payments at material scale and migrated live customers through a contract or product transition. Gaming-platform and licensed-content experience is highly relevant.

The board will seek examples of protecting purchased digital value during rights change, resolving conflict between a studio and shared platform, and repairing a migration whose aggregate numbers hid individual loss. Candidates should understand platform product management, distributed systems, stores, fraud, child safety, privacy and consumer law.

The successful SVP will combine architectural depth with player empathy. They must work fluently with lawyers and game teams, resist premature technical certainty and make urgent choices without sacrificing traceability or customer fairness.

Compensation and appointment terms

The indicative base range is KRW 510,000,000–700,000,000, with annual incentive and long-term participation. Reward will balance player continuity, platform resilience, rights readiness, responsible commerce and leadership depth. Final terms will reflect comparable customer-platform scale and verified forfeited awards.

Confidentiality

The division remains unnamed because licence negotiations, player inventories, platform weaknesses and product end states are sensitive. Detailed information will follow identity, conflict and confidentiality review. Applicants must not submit player records, unreleased rights terms, security evidence or proprietary platform designs from another organisation.