Strategy Project Manager

Job Summary

The APAC Service Hub operates through nine Local Service Units (LSUs), each owning its own growth and market strategy alongside daily operations, sales development, and delivery. This role works at Hub level to bring a common analytical view across all nine, and to develop the portfolio and partnership moves that support the Hub growth agenda.

You will build the analytical foundation that lets the Hub see all nine LSUs on a comparable basis, identify where portfolio and capability gaps repeat across markets, and convert those gaps into funded initiatives — developed in-house, transferred from elsewhere in the Hitachi Energy group, or brought in through partnership or acquisition.

The role runs in two phases. In the first phase the emphasis is analysis and synthesis: assembling historical performance and forward pipeline data for each LSU, building a robust inside-out picture of each business, and translating nine pictures into a Hub view of portfolio requirements by market. In the second phase the emphasis shifts to development: scoping the portfolio initiatives, building the business cases, and taking them through investment decisions into rollout.

Two features distinguish this role. A gap that shows up in one LSU usually exists in several, so a solution designed once can be scaled across countries — the analysis is what makes that visible and defensible. And you will work across the full build, partner, and buy spectrum rather than a single lever, which means market mapping, partnership development, and acquisition screening sit inside the job rather than beside it.

You will have direct exposure to Hub and Business Unit leadership, to corporate development, and to nine country management teams. The role suits someone who wants both the analytical depth of a strategy function and the ownership of seeing initiatives land in the market, and it builds a strong platform for in-country, portfolio, or corporate development roles.

Key Responsibilities

LSU Performance Baseline and Inside-Out Analysis

• Build and maintain a consistent fact base for each of the nine LSUs: historical orders, revenue and margin by service product line, installed base coverage, customer and segment mix, win/loss history, and delivery capacity.
• Assemble the forward view — opportunity pipeline, framework agreements, tender calendars, installed base ageing and renewal windows — and reconcile it against the historical baseline.
• Define the data standard and reporting cadence so every LSU reports on comparable terms, and work with LSU sales, operations, and finance teams to close data gaps at source.
• Produce an inside-out assessment for each LSU covering competitive position, delivery capacity, and portfolio penetration, together with the drivers behind each.
  
  

• Consolidate the nine LSU views into a single Hub picture, and separate gaps that are genuinely local from gaps that repeat across markets.
• Size each gap in orders and margin terms so priorities can be set on a consistent, evidence-based footing.
• Build the dashboards and visual narratives that carry the analysis into Hub, BU, and Group forums — clear enough for an executive audience to decide in the room.
• Benchmark LSU performance against external market data, competitor activity, and comparable Hitachi Energy hubs to distinguish execution drivers from portfolio drivers.
  
  

• Own the assessment of the APAC service portfolio against market requirements: which offerings exist, how each convert, and where market requirements are not yet covered.
• Analyze the drivers of conversion across offering definition, capability, cost position, delivery model, and route to market, and evidence the findings.
• Define the Hub portfolio action plan: what to develop, what to standardize and scale across LSUs, what to reposition, and what to retire.
• Translate each portfolio gap into a scoped initiative with a business case, investment requirement, target markets, and measurable outcome.
• Work with Global Product Groups and BU portfolio owners so APAC requirements are reflected in global service product roadmaps.
  
  

• Search within Hitachi Energy first: identify offerings, capabilities, and delivery models that already exist in other hubs or business units, and build the case to transfer them into APAC.
• Map the external market where the required capability sits outside the group — companies, technologies, and delivery partners — and maintain that map as a live view rather than a one-off study.
• Develop partnership, alliance, and channel proposals, including commercial logic, value split, and the terms that matter.
• Support the inorganic agenda end to end: target screening and prioritization, initial engagement, valuation inputs, commercial and operational due diligence, and integration planning, working alongside M&A, Legal, and Finance.
  
  

• Take agreed initiatives from concept to investment decision, then to a working pilot in a lead LSU.
• Build the playbook that lets a proven initiative be replicated across the remaining LSUs without being rebuilt each time.
• Track initiative performance against the business case and escalate when the case no longer holds.
• Maintain a prioritized initiative portfolio so leadership attention and funding go to the highest-value items.
  
  

• Work with and influence LSU Managers, sales leaders, and operations leaders across nine countries and several cultures, building alignment through influence rather than formal authority.
• Add strategic capacity to the LSUs: bring the analysis, run the working sessions, and leave them with an executable plan.
• Act as a thought partner to the Strategy & Business Development Director, combining analytical rigor with follow-through.
• Represent the Hub in BU and Group strategy, portfolio, and corporate development forums.
  
  

• Months 0–6: a consistent fact base and inside-out assessment for all nine LSUs, and the first Hub-level gap analysis presented to leadership.
• Months 6–12: prioritized portfolio gaps sized and agreed, two to three initiatives scoped with business cases, and internal and external sourcing options mapped for each.
• Months 12–18: first initiatives in execution with a lead LSU, a replication playbook in place, and a live target and partner map supporting the Hub inorganic plan.