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.
Hub-Level Synthesis, Gap Identification and Visualization
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.
Service Portfolio Analysis and Development
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.
Build, Partner or Buy
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.
Initiative Development and Scaling
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.
Stakeholder Leadership and Ways of Working
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.
Indicative First-Year Milestones
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.
Accessibility and reasonable accommodation
Qualified individuals with a disability may request a reasonable accommodation if you are unable or limited in your ability to use or access the Hitachi Energy career site as a result of your disability. You may request reasonable accommodations by completing a general inquiry form on our website. Please include your contact information and specific details about your required accommodation to support you during the job application process.
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Use of Al and automated tools in recruitment
As part of our recruitment process, Hitachi Energy uses digital and automated tools, including Al-supported solutions, to assist with activities such as application screening, job matching, and interview scheduling. These tools are designed to support our recruiters and do not replace human decision-making. Candidate data is processed in accordance with applicable data protection and employment laws as well as Hitachi's Global Data Privacy Notice.
Background Screening and Security Checks
As part of the hiring process, Hitachi Energy conducts pre-employment background checks that may include verification of employment history, education, criminal records, and other relevant information, in accordance with applicable laws.
For certain roles—particularly those involving access to sensitive information, financial responsibilities, client data, regulated environments, or security-sensitive functions—additional or more comprehensive background or security screenings may be required. These may include, but are not limited to, enhanced criminal history checks, credit history reviews (where legally permissible), sanctions screening, or other due diligence measures aligned with the responsibilities of the position.
The scope and depth of any background or security review will be determined based on the nature of the role and business necessity, and will always be conducted in compliance with applicable federal, state, and local laws. Candidates will be notified and, where required, asked to provide consent prior to the initiation of any such checks.
