Corporate Development Manager

The Corporate Development Manager sits at the same rung as a Corporate Finance Manager but faces the other way. Rather than executing the transaction in front of them, they decide which transactions should exist: where the group should grow, which markets and capabilities are worth buying, and what the portfolio should look like in three years.

The output is origination and strategy — market maps, target screens, partnership and joint-venture cases, build-versus-buy analysis, and the investment logic that a board can act on. Execution still happens, often shoulder to shoulder with corporate finance colleagues or advisors, but it is the second half of the job rather than the first.

Singapore is a natural home for the role because so many groups run Asia-Pacific portfolio strategy from here. That means market entry cases across Southeast Asia, minority stakes and joint ventures with local partners, and divestment analysis on businesses that no longer fit.

Where this sits: the strategy-weighted manager rung of the Corporate Finance pathway, alongside Corporate Finance Manager and feeding Head of Corporate Development. The closest lateral outside the pathway is FP&A Manager in FP&A and Commercial Finance.

• Translate group strategy into an actionable acquisition, partnership and divestment agenda.
• Build market maps and maintain a screened target pipeline with an owner and a thesis for each name.
• Originate opportunities directly, including outreach to founders, owners and intermediaries.
• Lead build-versus-buy-versus-partner analysis for new capabilities and markets.
• Develop joint venture, minority stake and market-entry cases, including governance and exit terms.
• Prepare board and strategy-committee papers on portfolio composition and capital allocation.
• Co-lead execution with corporate finance colleagues and advisors once a target progresses.
• Own post-deal value tracking and periodic portfolio reviews, including divestment recommendations.

• A degree in finance, economics, business or accountancy; an MBA or CFA is common at this rung.
• Six to nine years across corporate development, strategy consulting, transaction services or in-house corporate finance.
• Evidence of originated opportunities, not only executed ones.
• Solid valuation literacy — you do not need to build every model, but you must be able to challenge one.
• Experience presenting portfolio or strategy recommendations to a board or executive committee.
• Regional exposure across Southeast Asia, particularly on partnerships and minority investments.

• Bring a thesis, not a deal list. Explain where you thought the group should grow and why.
• Show an originated opportunity. Sourcing evidence separates development from execution candidates.
• Be numerate under challenge. Strategy without a defensible valuation range does not clear a board.
• Discuss a divestment. Recommending an exit demonstrates portfolio discipline.
• Ask about capital allocation. Who decides, how often, and against what hurdle defines the influence of the seat.