ROLE PURPOSE:

To institutionalize Company's stated DNA - do everything for the customer - by giving the CEO's office a systematic way to listen to, be present with, and read the health of Company's key OEM relationships, ahead of and independent of any live escalation. The role also owns how Company is perceived as a brand by OEMs, industry bodies and the market - building a consistent, credible external identity alongside the account-level relationship work. Together, this makes sure the proactive relationship and reputation practice does not depend solely on that one person's calendar, memory or instinct - and does not erode as the organisation scales or as individual CEOs, KAMs or BU heads change.

KEY RESPONSIBILITIES:

Listen - Voice of the Customer:

- Build and run a structured relationship-health read across Company's top OEM accounts - sentiment, satisfaction, emerging friction - sourced directly from customers, not filtered solely through KAM reporting.

- Maintain a single institutional view of each key account's relationship history, context and sensitivities, so this knowledge survives KAM, BU head or CEO transitions.

- Track how competing Tier-1 suppliers are engaging the same OEMs at the executive level, and flag where Company's access or cadence is falling behind.

Be Present - Relationship Cadence:

- Design and run the CEO's / senior leadership's structured customer engagement calendar - the non-agenda visit, the relationship-building meeting - so it happens on a planned cadence across the top accounts rather than opportunistically.

- Represent the CEO's office at key customer reviews, plant visits and relationship milestones where a senior, non-transactional presence adds value beyond what the KAM or Sales Head can carry alone.

- Prepare the CEO / senior leadership for each customer touchpoint with account context, open issues and relationship history, so engagement is informed rather than generic.

Respond - Early Warning, Not Resolution:

- Monitor both escalation hierarchies for signals of a developing issue and flag early - the role's job is to shorten time-to-visibility, not to take over resolution from Operations Head or Sales (Domestic/ International) Head.

- Where the CEO needs to "clear the highway" internally for a KAM or Quality Head to move faster, help identify the blockage and route it - without inserting a personal decision-making role in the resolution itself.

- Ensure that once an issue is resolved, the relationship is actively rebuilt, not just closed - follow-through after resolution is where trust is restored.

Enhance - Strengthen the Front Line:

- Coach and strengthen KAMs' relationship-management and executive-readiness skills - the goal is fewer issues that need the CEO's office at all, not more dependency on this role.

- Work with HR and BU leadership on onboarding for KAM, Sales roles.

- Feed relationship and experience insights into product, quality and commercial planning - this role should surface patterns Company's functions act on, not just relationship anecdotes.

Build - Brand & Reputation:

- Own Company's brand positioning and narrative with OEMs, industry bodies and the market - how Company is perceived as a supplier of choice, not just how individual accounts are managed.

- Represent Company at industry forums, trade shows and OEM supplier events, building visibility that reinforces both the corporate brand and the relationships this role already covers.

- Ensure consistency of messaging and materials - case studies, capability presentations, account-facing collateral - used by KAMs and Sales in front of customers.

- Work with HR on employer brand as it relates to Company's reputation as a workplace, where relevant to senior hiring and retention.

CANDIDATE PROFILE - EXPERIENCE:

- 10+ Years in senior client-facing or relationship-leadership roles; B2B account leadership or brand/marketing leadership backgrounds preferred over pure B2C CX backgrounds.

- Demonstrated ability to build trust and operate with influence across functions without formal authority over them.

- Exposure to OEM - Tier-1 dynamics in auto or adjacent industrial B2B is a strong advantage; direct OEM-side experience is useful if paired with genuine appreciation of the Tier-1 vantage point.

- Track record of building or elevating a B2B/industrial brand's external reputation and positioning - not only managing individual customer accounts.

- Comfort operating close to a CEO's office - discretion, judgement about what to escalate and what to absorb, and the maturity not to use proximity to the CEO as personal leverage internally.