&Beyond is built, almost entirely, on the strength of remarkable people who give passionately to their roles, work tirelessly, have the guest experience at the core of their focus daily and care of the sustainability of our communities and environment. Every single ‘&Beyonder’ makes a huge difference to our success and our contribution to the world, regardless of their role or function. For this reason we choose ‘&Beyonders’ very carefully – they are the strength and the future of this company.
Role Purpose:
The Group Chief Impact Officer is the &Beyond Group executive accountable for defining, integrating, leading and advancing &Beyond's long-term impact ambition across every geography, operating business and central function.
The role connects the Group's purpose and Vision 2030 commitments with strategy, capital allocation, operations, guest experience, people, brand and long-term resilience.
The executive will establish the conditions for measurable outcomes across care of the land, wildlife and people, while building the governance, evidence and partnerships required to protect credibility and scale what works. This is a Group Leadership Role - not an advisory, communications or reporting-only sustainability position.
As &Beyond's most senior impact representative, the incumbent will engage credibly with the Board, shareholders, global partners, governments, communities, funders and the wider impact sector.
The incumbent will understand and promote the values and disciplines of a for-profit impact model, and the long-term funding sustained commercial success will provide for impact objectives.
The role is also the single executive point of accountability within &Beyond for the long-term strategic partnership with Wild Impact.
2. Executive positioning, scope and authority
Serve as a full member of the Group Management Board, Executive Committee, bringing sustainability, conservation,
community upliftment and long-term stakeholder value into Group decisions in a constructive and balanced manner.
Serve as principal &Beyond trustee on WI Board to ensure alignment and represent the &B view within WI.
Support, advise and constructively challenge the Group Exec. Chairman/ CEO, President, Board, shareholders and
executive colleagues, WI CEO and Trustees, using evidence, commercial judgement and a group-wide perspective.
Own the Group impact strategy, architecture, targets and performance scorecard, subject to the Group's strategy,
budget and governance approvals.
Recommend impact investment priorities, funding models, policies and standards; lead and exercise delegated
authority over approved impact resources and programmes.
Require transparent performance reporting and corrective plans from accountable business leaders; escalate
material underperformance, integrity concerns or partnership risk through the appropriate governance forums.
Represent &Beyond externally on impact matters within delegated authority and act as a senior spokesperson in
global thought leadership and scientific forums.
Lead through a combination of direct functional accountability, matrix leadership and the mobilisation of executives,
regional leaders and specialist partners.
3. Key Responsibilities
3.1 Group impact strategy and portfolio
Define and continuously refresh a differentiated Group impact strategy that advances &Beyond's purpose, risk
appetite and long-term value creation aligned to the group business strategy.
Translate ambition into a prioritised portfolio of outcomes, multi-year roadmaps, group targets, investment cases
and clear accountability by region and function.
Ensure that priorities reflect credible evidence, local context and the voices and rights of Communities and other
affected stakeholders – both internal within &Beyond and external.
Evaluate the impact portfolio for strategic fit, additionality, scalability, risk and value; recommend where to start,
stop, scale, redesign or partner.
Identify emerging nature, climate, social and stakeholder issues that could create material risk or opportunity for the
Group.
3.2 Board, shareholder and executive leadership
Build durable alignment among shareholders, the Board and Group Executives on the full impact strategy, as well as
level of ambition, investment, trade-offs and accountabilities required.
Provide decision-useful Board and shareholder reporting that integrates outcomes, risks, investment, licence-tooperate,
reputation and forward-looking choices.
Bring an impact lens to advise on Group strategy, major investments, new destinations, acquisitions or partnerships,
capital expenditure and material product or operating decisions.
Maintain transparent dialogue on performance, lessons, underperformance and corrective action; protect the
organisation from overstated or unsupported claims.
3.3 &Beyond-Wild Impact strategic partnership
(&Beyond, Wild Impact and the respective shareholders and Trustees are in the process of reviewing the
&Beyond and Wild Impact operating model. While the below represents an as-is model, this is subject to
change and any differences to the below will be communicated openly in the Interview process.)
Act as &Beyond's executive sponsor, primary accountable relationship owner and principal escalation point for the
long-term partnership with Wild Impact.
Co-create a multi-year partnership strategy and annual joint plan that define the shared ambition, priority impact
outcomes, resource commitments and measures of success.
Establish effective partnership governance, including clear roles, decision rights, meeting and review forums, funding
arrangements, data ownership, reporting, brand and communications protocols, and escalation mechanisms.
Ensure that &Beyond and Wild Impact reciprocally fulfil delivery against agreed commitments, and that funding and
outcomes are monitored fairly, transparently and constructively.
Build high-trust relationships with Wild Impact's Board and leadership while maintaining the independence,
accountability and constructive tension needed for (a) a high-performing partnership; and (b) compliance with the
tax-related and other regulations surrounding Wild Impact as a public benefit organisation.
Develop joint platforms, propositions, fundraising opportunities and global partnerships where these strengthen
shared outcomes and create appropriate value for both parties.
Undertake a formal annual partnership health and value review and recommend changes to scope, governance,
resourcing or ways of working when required.
3.4 Operating integration and performance
Partner with the COO Lodges Camps & Yachts, Lodge Managing Directors and Lodge regional leaders to embed Group
impact priorities into business plans, budgets, operating rhythms, procurement, development projects and guest
experience, as well as drive innovation in the ways that business priorities, plans and operations can drive impact
outcomes at greater scale and/or greater depth.
Set minimum Group standards while allowing responsible local adaptation based on ecology, culture, regulation,
community priorities and operating context.
Create practical management systems, tools and capability that make accountability clear and execution achievable
at lodge, camp or yacht, regional and Group level.
Use performance reviews, field engagement and evidence to identify constraints, unblock delivery and support
leaders in taking corrective action.
Ensure impact considerations inform innovation, product development and new sources of commercial and guest
value without compromising integrity or outcomes.
3.5 Evidence, disclosure and impact integrity
Own the Group impact measurement and learning architecture, including theories of change, definitions, baselines,
targets, indicators, evaluation priorities and internal scorecards.
Ensure data is decision-useful, consistent and proportionate, with clear ownership, controls, documentation and
audit or assurance readiness.
Oversee credible internal and external reporting aligned to relevant global sustainability, climate, nature and
community frameworks and applicable regulatory requirements.
Provide insight, not only reporting but interpret performance, test assumptions, surface unintended consequences
and redirect strategy based on evidence.
Establish robust governance for public impact claims, impact storytelling and partner attribution in collaboration
with Finance, Legal, Marketing and Risk.
3.6 Capital, funding and commercial value
Work with the CFO to integrate impact priorities into long-range planning, annual budgets, investment decisions and
financial controls.
Provide executive oversight of the Group Impact Levy and other impact-related funds, ensuring transparent
allocation, appropriate controls, outcome discipline and clear reporting.
Build evidence-based investment cases that articulate strategic, financial, operating, stakeholder and impact value,
including trade-offs and opportunity costs.
Protect donor and funder trust through strong stewardship, compliance, reporting and long-term relationship
management.
Develop and lead a diversified funding strategy spanning guest giving, philanthropy, foundations, strategic partners
and other suitable capital sources, in order to support fundraising to WI and maximise donations through &Beyond
platforms.
3.7 Global influence and stakeholder ecosystem
Build and maintain trusted senior relationships with local, regional and national community leaders, governments,
regulators, conservation organisations, funders, multilaterals, research institutions, industry peers and other
strategic partners.
Position &Beyond as a credible, evidence-led contributor to global conversation via nature positive travel,
conservation, community prosperity and responsible business.
Represent the Group at high-level global forums, convene diverse stakeholders and contribute thoughtful public
positions, partnerships and sector learning.
Use the Group's influence responsibly, ensuring that external visibility follows delivery and that local partners and
communities receive appropriate voice and recognition.
3.8 Brand, culture and organisational capability
Partner with the CMO to translate verified outcomes into distinctive, authentic brand and guest narratives while
maintaining evidence and claims integrity.
Partner with Human Capital Director to ensure that impact is embedded in leadership expectations, talent practices,
induction, learning, employee engagement and performance accountability.
Build impact literacy and practical confidence across functions and regions so that ownership sits with the business,
not only the impact team.
Design and lead a high-performing Group impact operating model, including the mandate, structure, capabilities,
succession and development of the central team and regional network.
4. Critical relations
4.1 Internal
Shareholders, Group Chairman/CEO, President, Board, Group Executive Committee, including the CFO, COO, CMO,
Managing Directors, regional leadership teams, property and operational leaders.
Finance, Data, Risk, Legal, Marketing, People, Development and Commercial teams.
Group impact team and the wider regional impact network.
Wild Impact Board, executive leadership and programme teams.
4.2 External
Communities, Indigenous and local leaders, and implementation partners.
Governments, regulators, conservation agencies and multilateral institutions.
Donors, foundations, philanthropists, family offices and strategic corporate partners.
Global impact, tourism, conservation, climate and nature networks; researchers and assurance providers.
5. Executive Key Performance Indicators
Annual Key Performance Indicators will be agreed with the President and aligned to Board-approved strategy.
Success will be assessed through both measurable outcomes and the quality of enterprise leadership.
OUTCOME & EVIDENCE OF SUCCESS
Strategy and value: A Board-endorsed, investable impact strategy that shapes Group choices and creates
demonstrable long-term value.
Outcomes: Material, evidence-based progress across Impact in land, wildlife and people, with
underperformance identified and addressed.
Wild Impact partnership: A trusted, well-governed partnership delivering agreed outcomes and clear strategic
value to both organisations. (Subject to change, as per 3.3 above)
Operating integration: Impact priorities embedded in regional plans, budgets, operating standards,
leadership deliverables and guest experience.
Capital and funding: Disciplined use of the Impact Levy and other funds, stronger investment cases, and
growth in aligned external funding.
Evidence and trust: Reliable data, audit-ready reporting, credible claims and stronger confidence among
the Board, shareholders, partners and guests.
Global influence: High-value partnerships and a respected external profile grounded in delivery,
evidence and responsible representation.
Capability: A clear operating model, strong leadership bench, effective regional network and
rising impact literacy across the Group.
6. Priorities for the first 12-18 months
6.1 Align the Group:
Build Board, shareholder, ExCo and regional alignment on the Group's long-term impact ambition, strategic choices,
governance and required investment.
6.2 Reset the WI partnership for enduring value.
Agree with Wild Impact a multi-year strategy, governance model, joint plan, shared scorecard and explicit value
proposition for both parties.
6.3 Establish the performance baseline.
Review the portfolio, commitments, data, capabilities, funding and risks; create a clear Group scorecard and
reporting program
Embed impact ownership in the business.
Integrate priorities into planning, budgets, operating reviews,
regional leadership accountability and guest value creation.
6.4 Strengthen capital and influence.
Build a high-quality partnership and funding pipeline and establish a selective global engagement agenda rooted in
credible outcomes.
Build the funding pipeline function for scale.
Confirm the target operating model, critical capabilities, leadership roles, succession needs and ways of working
across &Beyond and key partners.
7. Executive candidate profile
7.1 Required track record
Typically, 15 or more years of progressively increasing senior leadership experience across impact, sustainability,
conservation, community development, responsible business, philanthropy or a closely related field.
Demonstrated success operating at C-suite/ Senior Group level, with the judgement and gravitas to influence Boards,
shareholders and senior executives.
A record of setting enterprise strategy and converting it into measurable, multi-country delivery through operating
leaders and cross-functional teams.
Experience leading complex, high-stakes partnerships or coalitions where governance, funding, brand, data and
accountabilities cross organisational boundaries.
Strong financial and commercial literacy, including significant budget or portfolio stewardship, investment cases,
resource allocation and fundraising or capital mobilisation.
Credible command of impact measurement, organisational learning, sustainability and conservation related
disclosure, assurance and claims integrity.
An established international network and evidence of external thought leadership, convening or representation at a
high level.
Meaningful experience working across diverse cultures and markets, ideally including Africa, South America, Asia and
other emerging-market or conservation-dependent landscapes
A strong track record of cultivating and stewarding high-value donor relationships, understanding and responding to
donor motivations.
7.2 Qualifications and domain depth
A relevant tertiary qualification or equivalent depth of career experience; an advanced degree at Masters or
Doctorate level is advantageous but will not substitute for executive track record.
Deep expertise in at least two of the following: conservation and biodiversity; community-led development;
sustainability and ESG; impact investment or philanthropy; responsible tourism or hospitality; climate and nature
strategy.
Working fluency in relevant global frameworks and expectations, such as the IFRS Sustainability Disclosure Standards,
GRI and TNFD, together with the judgement to apply them proportionately.
Experience in luxury travel, hospitality or conservation-led tourism is advantageous, but exceptional candidates from
adjacent global sectors will not be excluded.
8. Leadership capabilities
8.1 Group wide judgement.
Sees the whole system, makes principled trade-offs and connects purpose, performance, risk and long-term value.
8.2 Executive courage and influence.
Engages confidently with powerful stakeholders, challenges constructively and builds alignment without diluting
accountability.
8.3 Partnership leadership.
Creates trust across institutional boundaries, clarifies mutual value and resolves tension with maturity and fairness.
8.4 Commercial and financial acumen.
Understands operating economics, capital choices and value creation; converts impact ambition into investable
plans.
8.5 Global credibility.
Communicates with authority across communities, Boards, governments, funders, industry leaders and international
forums.
8.6 Evidence-led execution.
Moves from aspiration to measurable delivery, learns from evidence and acts decisively when performance falls
short.
8.7 Inclusive leadership.
Listens deeply, respects local knowledge and power dynamics, and ensures
affected stakeholders help shape decisions.
8.8 Talent builder.
Builds capable teams and networks, develops successors and creates ownership beyond the central function.
8.9 Integrity and stewardship.
Protects trust, avoids overclaiming and exercises sound judgement with funds, data, relationships and reputation.
9. Values and working style
Lives and advances &Beyond's purpose and values with humility, authenticity and personal accountability.
Combines ambition with pragmatism, urgency with patience, and global perspective with respect for place and local
context.
Is equally comfortable in a Board discussion, a funder negotiation, a regional operating review and a community
conversation.
Shares credit, speaks candidly about setbacks and builds durable relationships based on trust and delivery.
Is willing and able to travel extensively and spend meaningful time close to operations, partners and communities.
10. Why this role matters
&Beyond's ability to leave the world a better place depends on more than individual projects. It requires a Group
Impact leader who can align ambition, capital, operations, partnerships and evidence over the long term.
The Group Chief Impact Officer will help ensure that impact remains central to how &Beyond grows, how it earns
trust and how it creates enduring value for the business, the places in which it operates and the people and partners
who make that impact possible.
11. Remuneration
&Beyond offers a competitive, market-related executive remuneration package commensurate with the scope and
seniority of the role and the experience of the successful candidate. The role will participate in &Beyond’s executive
bonus structure, subject to the applicable performance measures, governance requirements and terms of the
scheme.
The detailed structure and quantum of the package will be discussed with shortlisted candidates during the interview
process.
