New Business Industrialization Leader

The New Business Industrialization Leader is the accountable for a portfolio of venture-like businesses in incubation mode. The role converts promising technologies, customer problems, and market shifts into businesses that can earn customer commitment, attract disciplined investment, and scale through a credible industrial operating model.

This is not a conventional strategy, engineering, product-management, or business-development role. The leader owns the full venture-building arc: defining the customer-backed opportunity, testing willingness to pay, designing the business model, structuring partnerships and early commercial commitments, shaping the product and industrialization pathway, and recommending whether each venture should accelerate, pivot, partner, spin out, integrate, or stop.

The ideal candidate is a builder who combines commercial imagination with industrial discipline. They are energized by ambiguity but do not confuse activity with progress.

They can move from a customer conversation to a business-model hypothesis, from a technical review to an industrialization risk, and from a partnership concept to a negotiated structure and investment recommendation.

They will be externally curious, financially rigorous, technically fluent, and decisive.

They will challenge assumptions respectfully, learn quickly from evidence, protect scarce resources, and create confidence through transparent choices.

They will know when to persevere, when to change the model, when to bring in a partner, and when to stop.

Strategic Mandate:

• Build a focused portfolio of new-business opportunities with the potential to create differentiated, material value in power generation and the energy transition.
• Define opportunities from the outside in, beginning with high-value customer problems, market structure, adoption barriers, competitive alternatives, and willingness to pay.
• Translate technical promise into a commercial thesis, product concept, business model, risk-reduction plan, and industrialization roadmap.
• Deploy capital and talent in stages, increasing commitment only as customer, technical, regulatory, supply-chain, and economic evidence strengthens.
• Create a repeatable venture-building system that moves at market speed while using the company's industrial assets, installed-base relationships, research capabilities, and execution expertise as advantages.
• Make clear, fact-based portfolio recommendations and stop weak opportunities early enough to redirect resources to stronger ones.

Key Responsibilities:

• Shape the portfolio thesis across direct air capture and emerging power and energy-transition opportunities.
• Evaluate opportunities based on customer need, market attractiveness, strategic fit, differentiation, capabilities, economics, and risk-adjusted value.
• Balance near-term learning with long-term options; identify portfolio gaps and concentration risks.
• Set venture charters, owners, hypotheses, milestones, decision gates, and evidence standards; tie staged funding to measurable risk reduction.
• Lead reviews that drive explicit accelerate, pivot, partner, integrate, hold, spin out, or stop decisions.
• Engage priority customers through discovery, pricing tests, pilots, and commercial experiments; validate demand through paid commitments or contracts.
• Define product-market fit, beachhead segments, buying centers, adoption barriers, routes to market, and scalable business models.
• Build and pressure-test business cases covering pricing, volume, margin, cash, capital, industrialization cost, risk, partner economics, and exit paths.
• Build partnerships and negotiate fit-for-purpose commercial, development, licensing, investment, supply, and channel arrangements while…