Expert – Transaction Execution & CP Management

Job Description

The role orchestrates multi-disciplinary transaction execution across Legal, Finance, BD/M&A, Engineering, Procurement, HR, Operations, Regional CEOs, Project Directors, partners, and external advisors to ensure CPs, obligations, approvals, risks, dependencies, reporting, escalations and evidence of completion are actively managed to protect value, timing, compliance, and operational readiness.

• Own and manage the transaction execution plan for assigned post‑Gate 3 IO transactions, including the CP register, responsibility matrix, critical path, governance cadence, dependency map, decision log, issue log, approval tracker, and reporting pack.
• Lead CP execution and closure across legal, finance, tax, funding, commercial, operational, technical, HR, regulatory, government/stakeholder, procurement, asset delivery and partner work streams.
• Translate signed transaction documents, concession agreements, Heads of Terms, funding agreements, Board/IC approvals, due diligence findings and negotiation commitments into actionable obligations, milestones, owners, deliverables and evidence requirements.
• Establish and run transaction execution working groups and CP taskforces, ensuring each functional owner has clear deliverables, deadlines, interdependencies and escalation routes.
• Maintain a real‑time CP and transaction close dashboard covering progress, slippage, blockers, risks, critical path movements, decision requirements, documentation status and readiness for close/hand‑over.
• Drive timely decisions and issue resolution by escalating material risks, delays, commercial deviations, partner dependencies and approval bottlenecks to the PPMO leadership, Project Directors, Regional CEOs and relevant sponsors.
• Coordinate with Legal teams to monitor finalization and execution of transaction documentation, regulatory submissions, waivers, extensions, side letters, closing deliverables and contractual obligation tracking.
• Coordinate with Finance, Treasury, Tax and Funding teams to track bankability requirements, close financial conditions, investment case assumptions, payment conditions, tax actions, financial model sensitivities and funding approvals.
• Coordinate with Operations, Clusters, HR, HSE, Digital and Regional teams to ensure team ramp‑up, operating model readiness, system/process prerequisites, P&L accountability, local entity requirements and hand‑over readiness are embedded into the CP plan.
• Coordinate with Engineering, Procurement and Asset Delivery teams to align CPs and transaction commitments with capex planning, tendering, construction/equipment timelines, supplier obligations and implementation mobilization requirements.
• Ensure project governance gates, transaction conclusion requirements and hand‑over documentation are complete, auditable and aligned with IO PPMO frameworks before transition into execution/operations.
• Capture lessons learned, standard CP timelines, recurring blockers, transaction close benchmarks and document requirements to improve future BD structuring, due diligence assumptions and implementation planning.

• Lead, guide and develop Transaction Execution Specialist(s), Coordinator(s) and assigned project resources supporting CP tracking, document control, reporting and follow‑up.
• Mobilize and coordinate cross‑functional CP taskforces through influence, structured governance and clear accountability, even where functional resources do not report directly to the role.
• Set clear deliverables, deadlines, escalation protocols and quality standards for transaction execution work streams and ensure disciplined follow‑through.
• Build transaction execution capability within the PPMO by developing templates, playbooks, close checklists, CP trackers, standard reporting formats and knowledge repositories.
• Promote a high‑performance, collaborative and commercially aware culture across multidisciplinary and international teams.

• Provide execution feasibility, CP timeline, risk, dependency and implementation readiness input to BD/M&A during late‑stage structuring and Gate 3 preparation.
• Strengthen the bridge between…