Chief Commercial Officer — Aftermarket And Services Unit

The mandate

A Japanese aftermarket and services unit is investing in remote diagnostics, automated parts fulfilment and technician scheduling. Technology teams have advanced pilots, but commercial offers remain fragmented between equipment sales, dealers and service branches. Customers are being shown features without clear responsibility for data, response or uptime. An urgent new Chief Commercial Officer will define what the unit can responsibly sell and convert automation into profitable, adopted service.

The remit covers approximately 3,125 employees and material partners across sales, key accounts, service commercial teams, channels, pricing, contracts and revenue operations. The CCO reports to the Group Chief Executive or designated sponsor. Service operations owns delivery and technology owns platform performance; the CCO owns customer proposition, terms, channel, price, pipeline quality and commercial forecast.

The offer must begin with customer workflow. Remote alerts have little value if nobody is authorised to act, network access is unreliable or the recommended part cannot arrive. The CCO will segment applications by criticality, connectivity, service coverage and customer operating maturity. Adoption, not connected-device count, determines whether value exists.

Outcome contracts need precise boundaries. Uptime may exclude planned maintenance, customer misuse, unsupported modifications, force majeure or unavailable access. Baseline condition and data completeness must be established before risk transfers. The commercial leader will ensure sales incentives reflect contribution and risk, not merely multi-year contract value.

Data rights require transparent negotiation. Customers should know what is collected, who can use it, retention, cybersecurity roles and what happens at termination. Aggregated improvement may benefit the fleet, but confidential operational data cannot be repurposed casually. Contract language must match actual platform and support practice.

Dealer participation is essential in many regions. Automated leads and direct monitoring can be perceived as disintermediation. The CCO will determine which party sells, responds, invoices and owns renewal, with economics reflecting contribution. Pilot success at a direct account cannot be assumed across dealer-served fleets.

Billing and revenue mechanics must reflect service delivery. Upfront platform fees, implementation, equipment, variable outcomes and stand-ready obligations may have different invoicing and recognition patterns. The CCO will involve finance before quoting, make cancellation and credit consequences visible and avoid using customer prepayment to disguise an offer whose delivery cost or renewal value remains unproven.

This role is unplanned because the board halted broad commercial launch until ownership was clear. Pilots continue within controlled commitments, and the new CCO can change offer architecture before scale. The onsite Osaka appointment requires regular customer, dealer and service-location engagement.

What you will own

• Define commercial propositions for remote, automated and outcome-based services.
• Segment customers by application, readiness, coverage and value.
• Set pricing, contract, risk, data-rights and renewal architecture.
• Align dealer and direct-channel roles, incentives and customer ownership.
• Establish qualified pipeline and forecast based on adoption prerequisites.
• Govern pilots, commercial exceptions and scale-release evidence.
• Connect sales incentives to contribution, adoption and retained customer value.
• Build commercial talent able to sell operational outcomes honestly.

The first 12 months

Within 60 days, review every live pilot and proposed contract, identify unsupported promises and meet customers and dealers to understand adoption barriers. Define minimum commercial and operational readiness for scale. Correct pipeline values that assume connection equals revenue or outcome acceptance.

By month six, launch two controlled propositions with approved terms, delivery capacity and channel economics. Establish adoption and cohort reporting, train sellers on technical boundaries and negotiate data rights transparently. Stop pilots that cannot demonstrate a customer action or credible path to contribution.

At twelve months, secure ¥20 billion of qualified recurring contract value, achieve active use above 75% among contracted assets and maintain renewal intent above 90% in eligible cohorts. Contribution after platform, field and risk cost should meet the approved case. No material contract dispute or data complaint should result from a promise outside operational capability.

What the sponsor will measure

• Services sold around customer action and measurable value.
• Outcome obligations bounded by baseline, access and delivery reality.
• Data rights understood and reflected in actual system use.
• Dealers participating through clear roles and sustainable economics.
• Pipeline based on readiness and adoption rather than headline connectivity.
• Commercial growth producing contribution without hidden service liability.

The person

You bring 22–28 years in industrial commercial leadership, aftermarket, services or equipment technology, including Japan. You have designed and sold remote or outcome-based propositions and carried responsibility for contract economics after signature. Software sales alone without field-service obligation is insufficient.

Your prior scope should exceed ¥200 billion revenue, 2,000 employees and partners or a major installed base. Evidence must include an outcome term you changed, a dealer conflict you resolved and adoption below forecast that you corrected. Japanese fluency and senior customer credibility are essential.

Compensation and terms

The base range is ¥52–72 million plus annual incentive and long-term incentive linked to adopted recurring value, contribution, renewal, customer trust and leadership. This permanent onsite Osaka role reports to the Group Chief Executive or designated sponsor and requires customer travel. An accelerated start is preferred before commercial scale-up.

Confidentiality

The unit, platforms, pilots, customers, dealers, pricing and contract models remain confidential. Detailed materials follow suitability, conflicts and signed confidentiality. Applicants must not approach potential customers or channel partners to identify the company.