Interim General Manager — Commercial Commitment and Delivery

Close the gap between what is sold and what can be delivered

Trace representative customer commitments with sales, operations and finance. Identify where scope, timing, resource assumptions or acceptance conditions become unclear. Establish which promises can be made through ordinary delegation and which require additional commercial or technical review.

Bring judgement to the order before it becomes an obligation

Set a workable commitment process that does not turn routine selling into an approval obstacle. Require greater scrutiny where delivery depends on scarce capacity, uncertain third parties or unusual payment terms. Ensure pricing reflects the effort needed to fulfil the actual obligation, including exception handling and support.

For work already underway, prioritise the commitments most likely to damage service or consume unplanned cash. Resolve conflicts between new sales and overdue delivery. Negotiate changes through authorised commercial channels and keep the customer informed with a credible recovery position.

Run one business conversation from order to cash

Chair an operating review that connects pipeline, accepted work, delivery capacity, margin and collections. Replace incompatible functional forecasts with a shared view of what is committed and what remains uncertain. Hold leaders accountable for the decisions within their control, while addressing dependencies that require general-management intervention.

The appointee has executive delivery responsibility within agreed financial and contractual authority. Material changes to risk exposure or business scope require sponsor approval. The role does not replace specialist technical assurance or legal review where those are necessary.

Candidate evidence and lasting results

Applicants need profit-and-loss or substantial business-unit leadership experience in an environment with complex fulfilment obligations. Demonstrate how you have corrected a gap between sales expectations and operating capability. The assessment will examine your treatment of existing customers, staff capacity and cash consequences.

Leave clear commitment rules, reliable operating information and leaders who can resolve ordinary conflicts without escalation. Success should be visible in more dependable delivery, fewer disputed acceptances and a stronger connection between booked revenue and realised economic value. Candidates should explain how those improvements were sustained after their direct involvement reduced.