Director of Transformation (co-CEO and Group COO Office)

Overview

Director of Transformation (co-CEO and Group COO Office) Jobs in Cyberjaya, Selangor, Malaysia at AERODYNE GROUP

Title: Director of Transformation (co-CEO and Group COO Office)

Company: AERODYNE GROUP

Location: Cyberjaya, Selangor, Malaysia

1. Position overview

1.        Acts as the primary transformation operator for the Co‑CEO and Group COO, owning day‑to‑day execution of the turnaround roadmap across all workstreams (capital discipline, subsidiaries management, debt management, transformation execution, cashflow governance, corporate governance, revenue discipline and board / investor management).

2.        Operates in an unapologetically direct and high‑pressure environment: expected to challenge, compress timelines, remove bottlenecks, and make hard trade‑off, subsidiaries management / restructure, and execution of profitability gap closures.

3.        Serves initially as Turnaround Execution Lead / Transformation Director in the Co‑CEO / Group COO office, with a graduation path anticipated upon completion of the turnaround period

4.        Holds cross‑group visibility on all critical‑path items and is accountable for driving them to completion, enforcing strict prioritization based on urgency, importance and sequencing dependencies.

5.        Works hands‑on with Board, C-suite, finance, legal, HR, operations and country subsidiaries to push through restructuring, governance remediation, capital market milestones, and operational optimization, with minimal tolerance for slippage or non‑performance.

An all-out, hands-on role that goes over and beyond planning and strategy. No apologies required.

2. Roles and responsibilities

A. Turnaround program ownership

1.        Own the integrated turnaround plan across all workstreams and run daily/weekly critical‑path reviews with Co‑CEO/COO, re‑prioritize based on urgency and importance scores, and intervene directly on bottlenecks where tasks are overdue or blocked.

2.        Translate board and investor mandates into executable work packages, cascade to functional leaders, and follow through to closure, with explicit focus on items governance remediation, internal audits, debt restructuring, and fundraising.

3.        Design and enforce an escalation framework for slippages: immediate escalation of overdue critical‑path tasks; propose reallocation of ownership, resources, or external support where necessary.

4.        Prepare high-quality materials for Board, Exco, and investor engagements, translating complex strategies, insights, and data into clear, actionable recommendations to support informed decision-making.

5.        Syndicating and creating culture champions required for the execution of the turnaround activity

B. Financial restructure and capital management

·      Drive implementation of capital discipline, strict cash flow processes and P&L discipline across all business lines and product lines in the company

·      Coordinate with finance and legal on covenant compliance calendars and ensuring financial obligations are sequenced against confirmed cash inflows and financing lines.

·      Coordinate actions to close operational cash gaps by synchronizing SG&A/COGS compression, revenue uplift initiatives, repayment restructuring and closure of cash conversion cycle

·      Having necessary financial turnaround to ensure the unlocking of value within the organization and preparation for future fundraisers

·      Drive the Group’s annual business planning cycle in collaboration with the Finance team, ensuring alignment between strategic priorities, budget planning, and financial target-setting across business units.

C. Business and portfolio restructuring

·      Lead project management for business / subsidiary health reviews, wind‑ups, restructuring and divestitures, including coordination with local counsel, directors, and country managers.

·      Ensure board rhythm and governance are re‑established across key subsidiaries, including appointment of new directors, local controllers, and implementation of basic reporting and control frameworks.

·      Oversee development of business / subsidiary scorecards and escalate underperforming entities for deep restructuring decisions.

·      Support commercial and operations leaders in building project‑level P&L and COGS tracking for core businesses, identifying low‑margin or loss‑making lines for pivot or exit.

·      Total restructuring of the procurement, vendor management, and customer contracts management to ensure containment and management of risks and financial impact to the organization

·      Coordinate account management and pipeline tracking for anchor clients and strategic projects, ensuring revenue and cash realization align with the turnaround’s bridge targets.

D. Governance, risk and operating rhythm

·      Institutionalize EMC/MC and Board operating rhythms: agendas, calendars, pre‑reads, decision logs, and follow‑up on resolutions impacting the turnaround plan.

·      Drive implementation of capital discipline and expenditure approval matrices across the group, ensuring material spending, related‑party transactions, and financing decisions follow defined authority thresholds.

·      Coordinate creation and maintenance of enterprise risk registers, capturing key‑person risks, covenant breach triggers, and wind‑up exposures; ensure review cadences are adhered to.

E. People, organization and leadership transition

·      Support design and rollout of performance management frameworks tied directly to turnaround KPIs including quarterly review cadences.

·      Coordinate leadership transitions, organizational failover and business continuity management

F. Capital markets and investor interface

·      Work with GCEO and CFO to track and drive completion of steps required for current and planned capital raises

·      Support investor reporting and communication protocols (monthly/quarterly/annual), ensuring data quality and alignment with information rights and covenants

3. Experience and qualifications

A. Core experience

·      10-15 years with at least 5 years in senior roles combining stragtegic planning, corporate operations and financial restructuring (e.g. COO, Head of Transformation, Chief of Staff, Strategy/PMO lead) in distressed or high‑leverage environments.

·      Demonstrated track record of leading multi‑workstream turnarounds or restructurings, including:

o  Financial restructuring and governance remediation

o  Business and subsidiary M&A, capital allocation, restructuring, wind‑ups, and cross‑border regulatory filings.

o  Business review, profit and loss assessment, cashflow gap closure, hard AP negotiation an aggressive AR reconciliation

·      Direct experience working alongside C‑suite and boards in environments requiring rapid governance remediation, capital discipline, and investor confidence rebuilding.

B. Technical and domain capabilities

·      Strong grasp of corporate finance, cashflow / P&L modeling, and capital structure dynamics in growth‑stage or PE/VC‑backed companies (you do not necessarily have to come from a finance background)

·      Familiarity with multi‑entity group structures and intercompany transactions, including practical exposure to subsidiary management / restructure.  

·      Experienced as a sounding board to a director presiding over subsidiary management and group board reporting

·      Comfort with complex project delivery structures and contract mechanics (e.g. government contracts, vendor back‑to‑back contracting, delay/cancellation provisions).

·      Proven track record in difficult negotiation conditions with external parties, large accounts, and statutory bodies.

C. Operating style and behavioral requirements

·      Understands the delicate balance and flow state within operating within highly governed large scale corporate environments, while also balancing the agility of highly entrepreneurial environments. Knowing when to push and pull between both fluxes

·      Highly structured, data‑driven operator with strong program management discipline; able to manage large task inventories and keep multiple critical paths moving simultaneously.  Disorganization, lack of appreciation of processes and chaotic thought process is a hard no for the role.

·      Comfortable making and driving through difficult decisions while maintaining professional, factual communication.

·      Strong influencing capability across cultures and seniority levels; able to challenge CxOs and country heads while maintaining trust.

·      High tolerance for ambiguity and sustained intensity; able to work with incomplete information while building structure and documentation as the turnaround progresses (clarity over certainty)

D. Education and credentials

·      Bachelor’s degree in finance, accounting, engineering, business, economics or similar; postgraduate qualification (MBA, MSc Finance, or equivalent) preferred but not strictly required.

·      Professional certifications in finance, accounting, restructuring or project management (e.g. CFA, CPA, CA, CIMA, PMP) are advantageous but secondary to proven turnaround execution experience.

E. Reporting line

·      Reports to co-CEO and Group Chief Operating Officer

·      Will work with the direct reports of the co-CEO / GCOO including but not limited to country managers and heads of businesses

·      Cross reporting to CFO and Group CEO

·      Sounding body to the co-CEO and Group Chief Operating Officer for board and investor engagements