Chief Commercial Officer — Data-Products Franchise

The mandate

A multinational-owned data-products franchise delivers materially different commercial results across markets. Pipeline definitions, pricing authority, account coverage and partner roles vary, making it difficult to distinguish market potential from execution quality. A global go-to-market redesign creates a new Chief Commercial Officer role to build one growth system without ignoring local buying realities.

The CCO will steward approximately S$1,300 million in annual recurring revenue and lead around 825 employees and material partners. Scope includes sales, commercial strategy, pricing, revenue operations, strategic accounts, channels, partnerships, customer growth, forecasting, incentives and leadership. This commercial remit is directly accountable to the Group Chief Executive or a formally designated executive committee sponsor.

The first task is a comparable market and funnel baseline. Target accounts, qualified opportunities, stage conversion, cycle, price, discount, implementation requirement, retention and expansion should reconcile by segment. The CCO will separate genuine market difference from inconsistent definitions, coverage or leadership.

The go-to-market design must choose customers and routes. Data-platform leaders, analytics teams, regulated buyers and digital-native organisations have distinct needs and economics. Direct sales, partners and digital channels should each have a specific role. Resources will move behind segments where product value, access and ability to serve reinforce one another.

Price realisation requires more than approval thresholds. Packaging, value metric, competitive context, service obligations and renewal should support the commercial case. The leader will examine discount leakage, non-standard terms and unpriced work. Exceptions need named authority, customer rationale and lifetime economics.

Strategic accounts require depth beyond one relationship. The CCO will establish executive sponsorship, buying-group coverage, adoption and value plans across product, commercial and customer teams. Expansion should follow realised customer value, while risk signals need to reach the forecast before renewal becomes urgent.

Forecast confidence will arise from customer evidence. Stages should reflect decisions and commitments rather than seller confidence. Capacity, product readiness, procurement, partners and implementation dependencies belong in timing. The commercial outlook must reconcile recurring revenue, cash and customer health.

Incentives will support the target model. Bookings, recurring value, price, retention and strategic behaviour may need balance by role. The CCO will remove measures that reward deals with weak adoption or excessive service burden. Transition arrangements should be clear and temporary.

Partner governance will include access, capability, economics, data, pipeline ownership and customer experience. A partner-sourced label does not prove incrementality. The franchise needs rules for registration, co-selling, service and conflict, with performance assessed against retained value.

Commercial leadership will be evaluated across markets using shared outcomes and local context. The CCO will clarify regional and country decision rights, fill gaps and develop successors. One operating cadence should focus executives on price, conversion, account depth, delivery readiness and talent.

Why this seat is open

This new role is part of the approved operating model and does not replace an incumbent. A planned four-to-six-month search allows arrival before the next capital and talent cycle. Current leaders retain their accountabilities until the commercial remit is activated.

What you will own

• Establish comparable market, pipeline and customer economics.
• Steward approximately S$1,300 million in annual recurring revenue.
• Choose target segments and direct, partner or digital routes.
• Improve price realisation and govern commercial exceptions.
• Lead approximately 825 employees and material partners.
• Deepen strategic accounts through adoption and executive coverage.
• Build customer-evidenced forecasting and aligned incentives.
• Strengthen commercial leadership, decision rights and succession.

The first 12 months

The first 90 days should reconcile commercial facts, meet the 30 stakeholders closest to market variation and assess leaders. Stabilise priority account and forecast risks. Agree segment, route, pricing and investment gates with the board.

Months four to nine should implement common funnel definitions, reallocate coverage and tighten pricing. Activate strategic-account plans, reset partner governance and fill leadership gaps. Early proof may include conversion, price, recurring growth, cash or deeper buying-group access.

At twelve months, repeatable growth, price realisation and strategic-account depth should be visible across chosen markets. Performance must remain within 10% of approval, while three forecasts align recurring revenue, cash, customers, delivery and people. Severe commercial exceptions need an owned resolution inside 30 days.

What the board will measure

• Market performance explained through common funnel and account facts.
• Price and terms reflecting customer value and service economics.
• Strategic accounts with broader relationships, adoption and expansion evidence.
• Partner contribution assessed through incremental retained value.
• More than 90% retention of pivotal commercial talent and ready succession for 70% of direct roles.
• Forecasts reflecting product, procurement and delivery dependencies.

The person

You are a Chief Commercial Officer, Sales President or Business Unit Head with 22–28 years in technology or an adjacent enterprise. You have led price, pipeline and strategic-account decisions with direct responsibility for profitable revenue.

Your accountable P&L, book, budget or portfolio has been at least S$1,200 million, and you have led 600 or more people. Examples should demonstrate sustained commercial results across two reporting periods.

You understand data-products value, complex buying groups and global go-to-market systems. You can challenge market excuses, withdraw a poor commercial exception and preserve local leadership followership while establishing common discipline.

Compensation and terms

Base salary is S$500,000–680,000 plus annual incentive and LTI. This permanent Singapore appointment is onsite and supports international relocation. A notice period of up to six months is acceptable.

Confidentiality

The client, market performance, accounts and pricing evidence are confidential. Identifying details follow a mutual fit discussion and signed undertaking; public figures and circumstances are composite.