Chief Commercial Officer — Multi-Function Shared-Services Network

The mandate

A Singapore-led services network is redesigning chargeback after global businesses challenged cost increases and service leaders challenged unmanaged demand. Existing agreements describe process scope but rarely state consumption assumptions, variation price, improvement funding or exit. Finance can allocate expenditure, yet neither party has a commercial contract that makes behaviour and consequences explicit. The board has created an urgent Chief Commercial Officer role before annual commitments are renewed.

The CCO will lead the customer and commercial system for approximately 2,725 employees and partners and a services portfolio near S$1.05 billion. Scope includes service propositions, pricing principles, demand commitments, contracting, account governance, growth qualification, renewal and commercial performance. Operations owns delivery; finance owns accounting and chargeback; risk and legal own their professional approvals. The CCO integrates those inputs into credible agreements with global sponsors.

The network is not an external vendor and should not imitate one blindly. Some enterprise services are mandatory and jointly funded; others allow real customer choice. Commercial discipline means stating that distinction, making bespoke demand visible and requiring sponsors to fund or stop it. It also means protecting businesses from charges for capacity or improvements they never authorised.

Cross-border pricing must remain defensible. Commercial agreements may use a common service currency while payroll, suppliers and consuming businesses operate in others, and transfer-pricing requirements may constrain the apparent freedom to negotiate. The CCO will state which rate and tax exposures belong in the service price, which remain with the sponsor and how material movements trigger review. A favourable currency quarter should not be sold as structural productivity.

Commercial forecasts will show contracted value, currency sensitivity and operational demand separately, allowing the board to distinguish growth from translation effects.

Service exits require equal clarity. Internal relationships often assume demand will continue forever, leaving workforce, vendor and technology obligations unpriced. Every material agreement needs forecast, change and exit mechanics that permit responsible adjustment rather than annual brinkmanship.

Why this seat is open

This is urgent new hiring with no predecessor. Chargeback redesign revealed that commercial accountability was split among finance, operations and relationship leaders, none of whom could negotiate the whole service contract independently. The board wants a permanent CCO within eight weeks before budget and renewal positions become fixed.

What you will own

• Define commercial propositions and contracting standards by service type and customer choice.
• Set pricing principles with finance for enterprise obligations, variable consumption, dedicated capacity and customisation.
• Negotiate demand, service, improvement, resilience, data and exit terms with global sponsors.
• Build account governance that resolves issues without informal rebates or unrecorded scope.
• Qualify growth against funding, authority, capability, capacity and lifecycle contribution.
• Establish renewal evidence covering actual use, outcomes, cost, risk and future demand.
• Create commercial forecasts reconciled to operational capacity and financial plans.
• Build account, proposition and commercial-operations capability across the network.

The first 12 months

In the first 60 days, the CCO will identify the largest unfunded commitments, disputed agreements and renewal risks. By day 90, the board will approve commercial principles and select pilots representing mandatory, variable and dedicated services. Side agreements will be documented or withdrawn.

By month eight, pilot sponsors should sign contracts with transparent demand and change terms, and their operational choices should affect price or capacity. The CCO will remove at least one uneconomic custom service and settle a disputed allocation through changed scope rather than a hidden concession.

At year-end, 85% of portfolio value should sit under approved agreements, forecast demand variance should be within 8% and commercial disputes older than 60 days should fall by 70%. Addressable contribution should improve without weakened control or transferred cost, and renewal confidence should exceed the established baseline by 15 points.

What the board will measure

• Clear commercial choices reflected in customer demand and service behaviour.
• Portfolio value and contribution reconciled to finance and operations.
• Fewer informal commitments, unfunded variants and unresolved disputes.
• Growth and renewal supported by authority and sustainable economics.
• Commercial capability and successors beyond personal sponsor relationships.

The person

You are a Chief Commercial Officer, global account leader or business-services executive who has priced and governed complex internal or enterprise services. You can apply commercial discipline without manufacturing an arm’s-length vendor relationship. Experience in shared services, enterprise technology, outsourcing or professional services is relevant.

You bring 22–28 years of experience and have governed at least S$600 million of service value involving 1,900 employees or more. The committee will examine an uneconomic service you stopped, a disputed charge resolved through scope and a contract whose exit terms prevented stranded cost.

This is an onsite Singapore position with global sponsor travel.

Compensation and terms

Base compensation is S$500,000–680,000 plus annual incentive and long-term incentives. Performance covers contract adoption, forecast, sustainable contribution, dispute resolution and talent. Accounting reallocation alone has no value. The final package will be calibrated to the agreed commercial perimeter and existing remuneration and will apply the group’s customary long-term performance safeguards.

Confidentiality

The services, sponsors, pricing and disputes are confidential. Qualified candidates receive further commercial detail after mutual interest and an undertaking. The Singapore base and rounded workforce must not be treated as identifying information.