Commercial Manager- Public transport & Mobility

Commercial Manager
- Public transport & Mobility

15 Years Experience

Apply before September 18, 2026

Purpose

Owns both sides of the group's commercial position: what the organization buys, and what it bids for. Fleet is the largest expense and revenue asset, so procurement quality drives group return. Growth depends on winning tenders (public transport, corporate rental, service contracts, including international). This role ensures the group buys and bids as one, not six times over.

Scope

• Fleet procurement — vehicle specification, sourcing, negotiation, terms, delivery, disposal/trade-in (largest spend category)
• Group procurement — IT, facilities, professional services, consolidated where it pays off
• Tenders & bids — public transport, rental, workshop/service contracts, including international opportunities
• Procurement governance — policy, authorisation thresholds, segregation of duties, conflicts of interest, tender evaluation

Key Responsibilities

• Aggregate group spend for real, measured savings; local buying only under group agreement or documented exception
• Procure fleet on total cost of ownership, with COO and CFO
• Pursue only qualified, deliverable, profitable bids; submit complete and on time; review every outcome
• Never submit a bid without COO (deliverability), CFO (financials), Insurance Manager (risk), and Government Relations (licensing/legal) sign-off
• Keep procurement audit-defensible: thresholds, segregation of duties, scored evaluations, declared conflicts
• Keep workshops stocked — no vehicle off the road for a procurement reason
• Build international bids with correct legal entity, local requirements, and market-appropriate commercial model
• Give CEO/Board one consistent view of spend savings, pipeline, and supplier risk
• Build tender, fleet, and procurement leads into one functioning team

Requirements

• 15+ years procurement/commercial/bid management; 7+ leading a function or major category across multiple sites
• Fleet or major capital equipment procurement at scale, including TCO analysis
• End-to-end tender/bid management with a track record of wins
• Contract negotiation to the point of holding a commercial position and knowing what needs legal review
• Procurement governance and audit defensibility
• Supplier performance management, including exiting underperformers
• Financial fluency to build or challenge a bid model
• Transport/fleet/passenger transport tendering or concessions
• International tendering, including consortiums
• CIPS or equivalent (verified)

Negotiation
• Total-cost thinking
• Bid discipline
• Commercial risk instinct
• Governance under pressure
• Cross-functional coordination without authority
• Supplier realism
• Delivering to immovable deadlines

Working Conditions

• Head office based; regular site/supplier visits and tender briefings
• Travel across emirates and internationally for opportunities/negotiations
• Peak workload at tender deadlines and fleet acquisition cycles
• Annual conflict-of-interest declaration; gifts/hospitality must be declared