1.1 The Creative Director is the custodian of EVA Interiors’ creative vision, design quality, and aesthetic integrity across all interior design, architectural, and FF&E outputs.1.2 The role exists to institutionalize creativity at EVA Interiors by transforming creative vision into clear standards, guidelines, and governance frameworks, ensuring consistency, excellence, and repeatable quality at scale.1.3 The Creative Director ensures that EVA’s creative output reflects a luxury positioning that is innovative, disciplined, commercially viable, and execution-ready, while continuously evolving to remain relevant and distinctive in the market.
2.1 Creative Vision, Guidelines & Governance The Creative Director defines, documents, and continuously refines EVA Interiors’ creative philosophy and design language, ensuring that spatial principles, material hierarchy, detailing standards, colour strategies, and FF&E integration are formalised within approved governance frameworks. The role ensures that all creative outputs demonstrably comply with documented standards, and that any deviation is formally identified, evaluated, and addressed through structured corrective governance mechanisms rather than informal tolerance. The Creative Director maintains executive oversight of all design-related SOPs to ensure sustained alignment between creative integrity, structured workflows, and disciplined project execution. Creative standards shall be applied consistently across all projects and shall be subject to continuous refinement informed by documented review outcomes, performance analysis, and institutional learning.2.2 Measurable Creative Output & First Time-Right Accountability The Creative Director is accountable for ensuring that creative leadership translates into measurable, predictable, and disciplined quality outcomes. A minimum first-submission approval rate of (80%) shall be maintained across formal design reviews, unless deviations are supported by documented root cause analysis and clearly defined corrective action plans. Review cycles shall remain within agreed revision thresholds. Recurrent rework patterns shall trigger structured evaluation, accountability review, and systemic improvement measures rather than normalization. All scheduled creative reviews constitute mandatory leadership obligations. Attendance shall be maintained consistently. In cases of unavoidable absence, formal delegation of documented decision authority shall be established in advance. Any missed review shall require written explanation and rescheduling within (24) hours. Approvals, rejections, and required design modifications shall be communicated within agreed review timelines to prevent avoidable production delays or adverse impact on project revenue realization, forecast integrity, or client confidence. Review feedback and formal approval decisions shall be issued within (24) hours of the review session unless otherwise formally justified in writing. Creative authority within EVA shall operate as a performance accelerator and governance safeguard, never as a constraint on disciplined production.2.3 Structured Review Cadence & Institutional Discipline The Creative Director is responsible for maintaining a defined, documented, and consistently executed creative governance rhythm across the organization. At minimum, one structured Creative Review session shall be led weekly, and one formal Quality Retrospective shall be conducted monthly. Each session shall produce documented minutes, clearly assigned accountability, and tracked follow-up actions. Recurring quality deviations, review inefficiencies, or creative inconsistencies shall be translated into updated guidelines, strengthened enforcement protocols, or revised governance standards. Creative governance within EVA shall be cyclical, documented, and continuously reinforced to ensure institutional maturity and sustained quality performance.2.4 Commercial Alignment & Revenue Protection The Creative Director is accountable for ensuring that creative decisions are aligned with approved project timelines, revenue realization schedules, forecast commitments, and overall project profitability. The Creative Director shall collaborate with Planning and Operations to ensure that creative timelines and review cycles are realistically reflected in revenue forecasts, milestone commitments, and execution sequencing. Creative refinement shall not introduce avoidable delays that negatively affect revenue progression, cash flow timing, forecast accuracy, or client confidence. Where creative ambition presents potential timeline, cost, or commercial exposure, such implications shall be proactively identified, formally evaluated, and resolved in coordination with project leadership and Executive Management. Design excellence within EVA is expected to unlock commercial value while preserving disciplined control over schedule, cost, and revenue integrity.2.5 Escalation & Risk Management Obligation Any creative, quality, review-related, or design governance issue that may materially impact project timelines, revenue realization, client confidence, or brand reputation shall be escalated to Executive Management within (24) hours. Escalation shall include a documented impact assessment, root cause analysis, and proposed mitigation strategy. No material creative risk shall remain unaddressed, undocumented, or without executive visibility.2.6 Enforcement Authority & Team Performance Accountability The Creative Director is responsible for enforcing compliance with approved design standards, governance frameworks, and review discipline across all design personnel. Where repeated non-compliance, quality deviation, review absence, or execution inconsistency occurs, the Creative Director shall initiate structured corrective action in coordination with Executive Management and Human Resources. Delegation of responsibilities does not eliminate accountability for creative outcomes. Enforcement authority is inherent to the role and integral to its seniority, Sustained failure to meet defined governance cadence, revision thresholds, escalation timelines, or documented enforcement obligations shall constitute performance non-compliance and shall be subject to formal performance review in accordance with company policy.2.7 Innovation & Strategic Creative Development The Creative Director leads structured innovation initiatives designed to enhance differentiation, strengthen quality standards, and improve execution efficiency. Innovation must be practical, buildable, commercially responsible, and clearly linked to brand positioning or project value. Creative experimentation must be governed, documented, and selectively integrated into live projects where appropriate.2.8 FF&E Library Governance & Design Asset Control The Creative Director holds strategic ownership of EVA’s FF&E Library and ensures that it remains curated, quality-controlled, commercially viable, and aligned with EVA’s luxury positioning. All additions shall meet defined standards of originality, feasibility, execution readiness, and brand coherence. The FF&E Library shall function as an active production, quality-control, and creative governance asset supporting consistency and efficiency across projects.2.9 Leadership Presence & Accessibility The Creative Director is expected to maintain consistent on-site leadership presence during critical review cycles, high-visibility project phases, and production-intensive periods. Leadership availability and accessibility are structural expectations of the role. Remote work arrangements shall not compromise review cadence, enforcement discipline, team accessibility, or executive responsiveness and require formal approval in accordance with company policy. Creative leadership within EVA requires visible authority, sustained engagement, and operational presence commensurate with the seniority of the role.
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