Venture Lead / Head of Gtrons (Product and Commercial)

Gtrons is a joint venture between 2 main market listed companies - Solarvest Holdings Berhad and Agmo Holdings Berhad, formed to build the region's clean energy superapp: a single digital platform through which households and businesses discover, adopt, manage and pay for clean energy products and services. Two solutions are already in market and form the foundation of the platform: • PowerBee — an electric vehicle charging platform serving site owners and drivers. • Vestech — a residential solar solution for homeowners. The mandate is to grow both into profitable businesses, add further clean energy solutions to the platform over time, and extend the platform beyond Malaysia into the wider region. This role exists to run that business. The successful candidate carries commercial accountability for the joint venture, owns the direction of the platform, and holds the appointed technology partner to account for delivery. It is a general management role with a strong product core, suited to someone who wants to build a category-defining business from an early base rather than administer an established one. . Key Responsibilities . 1. Commercial Ownership and Financial Performance • Hold full profit and loss accountability for the joint venture, covering revenue, gross margin, operating cost and cash position. • Own and deliver the annual revenue and profitability targets approved by the Board, with quarterly forecasting and clear explanation of variance. • Build and maintain the operating budget; control spend against approved envelopes and seek Board approval for material variances. • Own the unit economics of every solution — cost to acquire, cost to serve and contribution margin — and drive them toward agreed targets. 2. Channel Partnerships and Market Development • Identify, negotiate and manage channel and distribution partnerships that give the platform reach across the clean energy value chain. • Structure commercial terms for partnerships — revenue share, exclusivity, service levels — and manage partner performance against them. • Develop the approach to markets beyond Malaysia, including partner selection, market-entry sequencing and the business case for each market. • Represent the joint venture externally with regulators, industry bodies and the wider clean energy ecosystem. 3. Customer Acquisition and Pricing • Own the customer acquisition strategy across all solutions, with accountability for acquisition volume, cost per acquisition and retention. • Set and execute pricing and packaging for each solution, testing and revising against demand, competitor movement and margin targets. • Own the customer lifecycle beyond acquisition: onboarding, engagement, cross-sell between solutions on the platform, and churn reduction. • Establish the customer insight and analytics capability that informs acquisition, pricing and roadmap decisions. 4. Market Understanding and Product Strategy • Proactively research, interrogate and build a deep working understanding of the market the product serves — customers, buyers, competitors, substitutes, pricing dynamics and the regulatory conditions that shape demand. • Ground every product decision in market and user evidence rather than internal opinion or stakeholder preference; be able to demonstrate the evidence behind any position taken. • Validate demand before development commitment and re-validate at each major roadmap checkpoint. • Define and maintain the product vision and strategy for the digital solutions portfolio, aligned to the business objectives approved by the Board. • Develop and own the business case for each product initiative, including target market, value proposition, revenue model and investment required. 5. Roadmap and Portfolio Management • Own, publish and maintain the product roadmap across the solution portfolio, with clearly sequenced releases, dependencies and decision gates. • Prioritise across competing initiatives and stakeholder requests using a transparent, criteria-based framework that stakeholders can see and challenge. • Define phased delivery with a minimum viable product for each solution, so that value is validated early rather than at the end of a full build cycle. • Recommend to the Board when an initiative should be continued, re-scoped, paused or stopped, with supporting evidence. 6. Requirements and Specification Governance • Translate business needs into clear, testable product requirements — user stories, functional and non-functional specifications, and process flows. • Define measurable acceptance criteria for every deliverable and milestone before development commences. Ensure acceptance criteria trace directly back to the agreed specification. • Maintain a single controlled source of truth for scope, and operate a formal change control process: all variations documented, impact-assessed for cost, timeline and quality, and approved at the appropriate level before work proceeds. • Maintain a requirements traceability matrix linking each specified requirement through to design, build, test and acceptance. 7. Delivery Oversight and Acceptance • Manage overall project delivery against roadmap, budget and quality expectations, coordinating resources across all contributing parties. • Chair regular delivery governance forums; maintain visibility of progress, risks, issues, dependencies and decisions. • Design and govern the testing and acceptance regime: define test scenarios against specification, coordinate user acceptance testing with named business owners of appropriate authority, and ensure results are documented and retained. • Formally accept or reject deliverables against acceptance criteria. Ensure sign-off is executed by an authorised representative and recorded, and that sign-off is understood to confirm conformance to specification. • Ensure all source code, documentation, technical materials and knowledge transfer are delivered to and retained by the busi…