Role purpose

To create value by extending Far East Organization's core real estate business into selected adjacent sectors and new markets. The Director is accountable for the strategy and performance of the assigned portfolio within the Group's return and risk requirements.

Key Responsibilities

1. Growth adjacency strategy and incubation

Build a prioritised pipeline of opportunities that draw on the Group's property, hospitality, development, investment or operating strengths.

Define the investment thesis for each opportunity, covering customer need, market potential, competitive advantage, business model, required capabilities, capital, partnership approach and principal risks.

Validate the thesis through market, customer, commercial, regulatory, operating and financial evidence before seeking material resources or capital.

Apply defined stage gates and stop non-viable initiatives early.

2. New market development

Set the market thesis for Japan and any subsequently assigned market, based on property fundamentals, sector demand, policy, regulation, competition, entry barriers and potential partners.

Recommend the entry model and pace of capital deployment, including direct investment, development, acquisition, joint venture, strategic partnership or platform creation.

Build relationships with government and regulatory stakeholders, local partners, owners, investors and advisers, drawing on the Executive Director's sponsorship when required.

Track external developments and adjust market plans or exposure when conditions change.

3. Investment and portfolio execution

Lead cross-functional teams through concept development, business cases, partner selection, commercial structuring, due diligence, negotiation and approval.

Present recommendations that distinguish evidence, assumptions, sensitivities, unresolved risks, conditions precedent and the decision required.

Mobilise approved initiatives with an accountable leader, operating model, budget, milestones and risk controls.

Monitor portfolio performance and capital efficiency, requiring corrective action or recommending scale, transfer, restructuring or exit as warranted.

4. Enterprise collaboration and governance

Mobilise expertise from existing Business Units and Platforms without creating duplicate structures or competing accountabilities.

Set proportionate decision rights, reporting, risk ownership and escalation, and ensure compliance with Group approvals, policies and local requirements.

Provide the Executive Director with concise portfolio reporting and surface material issues early.

5. Leadership and capability building

Build a lean team using internal mobility, external expertise, secondees or partners according to each initiative's needs.

Set objectives and delegated authorities, coach portfolio leaders and hold them accountable for results.

Develop successors and preserve institutional knowledge, stakeholder relationships and lessons learned.

Key Success Measures

Opportunity proposals demonstrate a credible connection to the Group's strategic fit and compete for capital on a consistent basis.

Investment and market-entry decisions made on schedule and supported by robust evidence and downside analysis.

Viable initiatives meeting approved milestones and financial objectives, with non-viable ones stopped before further capital is committed.

Sustainable partnerships, regulatory standing and operating foundations in Japan and any subsequently assigned market.

Unambiguous ownership and handover of mature initiatives, without overlap with existing Business Units, Australia or Vietnam.

A capable leadership bench and documented knowledge that reduce reliance on individual role holders.

Experience and Qualifications

Substantial senior experience in new business investment, development, corporate strategy, business building or portfolio management.

A record of creating and scaling adjacencies that draw on an enterprise's existing assets, capabilities or customer relationships.

Strong transaction experience across financial evaluation, due diligence, structuring, partnerships or joint ventures and post-approval mobilisation.

Experience entering new markets and navigating cross-border governance, regulation and complex stakeholders Japan experience is advantageous.

Experience leading first-of-kind, cross-functional initiatives. Relevant qualifications in business, finance, economics, engineering or a related discipline are advantageous.

Leadership Attributes

Strategic judgement: Connects market, property, capital and organisational considerations while balancing growth, returns and risk.

Commercial and investment acumen: Tests value creation, funding implications and execution feasibility.

Business building: Turns uncertain opportunities into disciplined, executable initiatives.

Stakeholder influence: Builds trust across government, partners, investors and internal leaders and challenges assumptions constructively.

Leadership through others: Sets direction, delegates effectively and develops enduring team capability.

COO / Director, Growth Adjacencies and New Markets