Interim Chief Commercial Officer — Commercial Scale

One cadence for demand, service and margin

Commercial teams see demand, service teams see failures, finance sees margin, and each meets on its own rhythm with its own numbers. The result is that a growth decision can be taken on demand evidence alone, while the service and margin consequences arrive later in someone else's meeting. The Interim Chief Commercial Officer, reporting to the Board Commercial Committee, is appointed to put the three into a single cadence, so that a commercial decision is made once, with all of its consequences in view.

A single cadence does not mean a single meeting. It means one agreed set of measures, reviewed in one sequence, so that a proposal arrives with its demand case, its service load and its margin effect side by side, and no function can approve its own slice alone. A strong commercial leader insists on seeing all three before any growth bet is scaled, and is willing to slow a popular one until they are.

Executive authority comes with the seat. You will set the commercial thresholds left with local leaders, decide what demand, service and margin evidence a growth bet must show before it receives money or people, and rule on which inherited commitments keep their resources. You can stop a proposal that pushes its service burden onto a team that never agreed to take it, and decline a value case that counts on customer take-up without proof, overlooks what it depends on or leaves the downside unstated. You also approve how commercial leadership is organised and how disputes rise, settle disagreements with market and service leaders, and decide how often the board sees progress, exceptions and choices still open.

You can tell an exception a local market truly needs from one that survives on precedent. Your experience was earned in organisations turning over at least $995 million, with 2,000 people or more and operations in at least four countries. The committee weighs platform pivots, integration and crisis response; crisis response matters because a single cadence proves its value when something goes wrong and every function needs the same facts. Commercial economics at level 4 is central; channel partnerships, revenue architecture and stewardship of the board and stakeholders are each expected at level 3. Your first visible result here may well be a growth bet you slowed or halted, and you are ready for that.

Twenty-four months to a single view

The first ninety days should establish the combined commercial cadence, agreed with the Board Commercial Committee, with an accountable person for each demand, service and margin measure. Around month nine commercial decisions should be taken through that cadence, and service and margin exceptions resolved before new demand is pursued. By month 24 the cadence should be embedded across every channel the business sells through, with scale decisions evidenced from end to end.

Closing the loop, and how selection works

Selection unfolds over seven weeks. A private video call with the Board Commercial Committee comes first, inside week one. Week three is a working session with the Audit Committee Chair on how margin and service evidence would sit beside demand data. Week five puts you in person before executives who each lead a function, and week seven before the whole board of directors. Each stage is followed, inside 3 working days, by our response in writing.