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Job Description

This is a remote position.

Chief Executive Officer (F03)

This Evergreen Career Profile is an expression of professional interest and career-development enquiry. It is not an advertisement for a current employment vacancy.

F03 covers the Chief Executive Officer function and its executive leadership vertical. No two chief executive mandates carry identical responsibilities. What a chief executive is accountable for — and what the role asks of the person — changes with the organisation's revenue and scale, its complexity, its stage of growth, its ownership and its governance arrangements.

We welcome existing chief executives, presidents and chief operating officers, other senior executives, and capable divisional leaders, vice-presidents and directors who may have the potential to progress into chief executive responsibilities. Registering an interest does not establish that you are currently qualified for a chief executive role. Its purpose is to begin a professional evaluation of your demonstrated capability, your predicted performance potential and the career-development pathways that could lead to an appropriate chief executive mandate.

How the chief executive mandate varies

• Combined Chief Executive Officer and President. In many organisations one person holds both roles, setting the enterprise's direction and leading its day-to-day operations. The chief executive is close to customers, operations and the team, and often answers directly to owners or a small board.

• Separate CEO and President or COO. In larger enterprises the roles may be split. The chief executive concentrates on strategic direction, capital allocation and external relationships, while a President or Chief Operating Officer leads operations. Among large US listed companies, that COO or President role is frequently a final step towards the chief executive role.

• Complex-enterprise CEO. The chief executive holds enterprise-wide leadership authority, is accountable to the Board of Directors, works through its Chair and leads the CXO executive structure. Boards in this setting delegate day-to-day management while retaining defined decisions — for example, approval of strategy, major investments and financing, dividends and the appointment of the chief executive.

Across these settings the chief executive's strategic authority, capital-allocation responsibility, operating responsibilities, board and shareholder accountability, CXO leadership and succession responsibilities all change. So do the behaviours the role demands: hands-on pace and breadth where the roles are combined; delegation and capital discipline where they are separated; and, in complex enterprises, working through a board and its Chair, leading senior executives and accounting openly for results. Ownership — publicly listed, private equity-backed, family-owned or closely held — and growth stage add further differences.

What we are asking

The question is not simply whether you could become a chief executive. It is whether you have the demonstrated capability, or the predicted potential, to high-perform in an appropriate Chief Executive mandate — and what professional development may be needed to achieve that outcome.

The Rutherford Talent Guild™ is a career-managed community for leaders whose relationship with Rutherford extends beyond an individual vacancy. For accepted members, the work includes clarifying professional objectives and the leadership proposition, identifying development priorities, and selective promotion towards relevant organisations and future opportunities. A Career Thesis connects the enterprise problems you can address with the environments you understand and the contribution you can evidence.

What this profile does not cover

F03 is not a general management career profile. Leaders whose experience centres on start-up or high-risk enterprises are considered under a separate profile, F23 CEO/President – High-Risk Enterprise. Formal turnaround and restructuring mandates, and board roles, are also profiled separately.

How the process works

Registration → initial review → assessment invitation → assessment → curator review → membership decision. Representation towards specific opportunities is selective and follows acceptance; membership carries no promise of assignments, introductions or appointments.

About the RutherfordINTEL Assessment. RutherfordINTEL reports that its assessment predicts performance potential with 85% predictive accuracy. That is a statement about the instrument, not a guarantee or a probability of success for any individual, role or mandate. Your results are always interpreted by a Rutherford curator alongside your experience, achievements and objectives.

Learn more about Rutherford Talent Solutions™: https://www.rutherfordinternational.com/rutherford-talent-solutions/

Research references: Spencer Stuart, 2025 S&P 1500 CEO Transitions: Behind the CEO Moment (February 2026). Public data as at 31 December 2025; US listed companies in the S&P 1500 only. BT Group plc, Matters reserved to the Board (approved 21 July 2026). One company's governance arrangements, cited as an illustration only.

Rutherford International is an Equal Opportunity Employer and does not discriminate based on race or ethnicity, religion, sex, national origin, age, veteran disability or genetic information or any other reason prohibited by law in employment.

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