Chief Commercial Officer — Fulfilment And Customer-Care System

The mandate

The enterprise's loyalty proposition includes fulfilment and service benefits such as free delivery, priority slots, extended returns and enhanced customer care. These benefits were introduced at different times and are not governed as one commercial promise. Heavy users can consume substantially more capacity than their fee or margin supports, priority service is offered without always reserving operational capability, and members sometimes discover exclusions only after a problem occurs. The organisation needs to decide which benefits genuinely create loyalty and which are disguised subsidy or complexity.

The Chief Commercial Officer will lead the redesign of this service-led loyalty model. The remit includes membership proposition, commercial terms, customer economics, service-product strategy, fulfilment and care partnerships, revenue operations and growth. Operations owns capacity and execution, customer leaders own remedy, product teams build the journeys and finance validates contribution and liability. The CCO is accountable for ensuring the commercial promise is valuable, clear and funded.

This urgent replacement is not a mandate to remove generosity. Reliable delivery, convenient returns or skilled care may create more durable loyalty than points or discounts. The executive must identify where that is true, segment benefits responsibly and avoid creating a two-tier system in which basic customer rights or competent service require payment.

Scope and operating context

Based in Dubai under a hybrid arrangement, the CCO will influence approximately 675 employees and material partners across the United Arab Emirates and a wider international region. Direct leaders will span membership, commercial planning, service propositions, partnerships, pricing and revenue operations. Fulfilment, customer care, digital product, finance, legal and regional teams are critical matrix partners.

Service benefits draw on constrained networks. Priority delivery competes for slots, extended returns create inventory and disposition cost, and specialist care requires trained capacity. Demand varies by category, geography and season. Commercial design must use real capacity and service-level evidence rather than assume operations can absorb average demand.

Customer value is also heterogeneous. A frequent household shopper, an occasional high-value buyer and a customer in a remote geography may value different benefits. Segmentation can improve relevance, but eligibility and differential service must remain explainable and fair. Essential remedy, accessibility and statutory rights will never depend on membership tier.

First-year agenda

The first one hundred days will rebuild the member and benefit economics. The CCO will review fee, contribution, delivery usage, slot demand, returns, refunds, care contacts, benefit redemption, partner funding, retention and customer complaints. Cohorts will be assessed after operational and service cost, with attention to behaviour before and after joining rather than simple member-versus-non-member comparison.

The executive will then create a benefit architecture. Each service will state the customer need, eligibility, promise, exclusions, funding, capacity requirement and measure. Basic rights and standard service will be separated clearly from elective enhancements. Benefits that cannot be explained at checkout or by care colleagues should not proceed.

Delivery propositions will be tested by mission and market. Options may include scheduled priority, consolidated delivery, pickup, limited free usage or partner-funded access. The CCO will evaluate whether a benefit increases retained demand, changes basket or simply subsidises existing behaviour. Peak capacity and failure remedy must be included before scale.

Returns and care need equivalent commercial discipline. Extended returns may be valuable in categories where confidence drives purchase, but destructive where product value deteriorates quickly. Priority care should mean meaningful access to trained resolution, not routing around ordinary queues without improving outcome. The CCO will work with operations to design capabilities and with product teams to present them transparently.

Existing members must be treated responsibly through transition. Earned and prepaid value will be honoured, material changes communicated in advance and reasonable alternatives offered where appropriate. The executive will establish a test-and-learn process for new benefits with defined cohorts, capacity, economics and stopping rules. By year-end, the proposition should be simpler, better understood and supported by operating evidence.

Leadership responsibilities

The CCO will own membership commercial strategy, forecast and partner economics. They will chair the forum where benefit design, capacity, customer effect and contribution are decided. Commercial teams cannot launch a promise without an operating owner and funded service; operations cannot remove a benefit without showing the customer and contract consequence.

The executive will reshape commercial capability around service economics. Teams need fluency in cohorts, capacity, queueing, returns and care, not only acquisition and pricing. The CCO will assess leadership, clarify accountabilities and build succession across membership and service partnerships.

External relationships may include delivery providers, payment partners, insurers, repair networks and benefit partners. Agreements must define service, data, customer remedy, funding and exit. The CCO will avoid partnerships selected primarily for announcement value or access to customer information.

Measures of success

The board will review member contribution after service cost, retention, repeat, fee and partner revenue, benefit utilisation, delivery and return cost, care contact and complaint. Measures will be segmented by cohort, market and category. Enrolment and gross member spend will not demonstrate value without a behavioural and economic bridge.

Service outcomes include promised slot fulfilment, return completion, first-contact resolution, wait, repeat issue and customer understanding. Capacity and forecast performance will show whether the proposition is executable. Savings created by making benefits harder to use or care harder to reach will not count.

Candidate profile

Candidates should bring 22–28 years of commercial leadership in retail, e-commerce, membership, travel, financial services, telecoms or another business where service benefits drive retention. They must have held accountable responsibility for proposition, economics and operating capacity across markets.

The board will seek examples of redesigning a free-delivery or priority-service benefit, identifying a high-spend cohort that was unprofitable after service cost and changing existing member terms responsibly. Candidates should understand returns, care, capacity, partner funding and customer rights.

The successful CCO will combine commercial imagination with operational honesty. They must protect a valuable benefit when finance focuses narrowly on cost, and stop one when usage does not create loyalty. Strong partnership with operations, product, finance and customer leaders is required.

Compensation and appointment terms

The expected base range is AED 2,350,000–3,400,000, with annual incentive and long-term participation linked to customer and enterprise value. Final positioning will reflect comparable commercial scale, service-model experience and current arrangements. Mobility support and responsible treatment of forfeited awards will be considered during final negotiations.

Confidentiality

The enterprise is unnamed because loyalty changes, partner terms and service economics are sensitive. Detailed member and operating information will be disclosed only after identity, conflict and confidentiality checks. Applications must anonymise cohorts, pricing, capacity and unpublished proposition changes from other organisations.