Sales-Incentive Control Recovery Leader

The mandate

The company requires structured governance for its sales-compensation processes, which currently involve overlay sellers, channel teams and account executives across a global organisation. Quotas, new-hire guarantees and plan letters need systematic administration, and the global sales-compensation leader role is vacant.

The interim must take onsite New York control within seven days and lead for ten months through backlog clearance, two quarterly payment cycles and next-year plan launch. Search for a permanent sales reward director begins after disputed credits fall below agreed tolerance and one quarter closes on schedule, expected in month five. The successor will chair an appeal panel and the second clean cycle during five weeks of overlap.

Handover requires a signed participant population, controlled plan and quota library, territory and credit rules, guarantee register, calculation lineage, exception authority, appeal record, payroll interface and payment reconciliation. Two quarter cycles and one acquisition scenario must operate without uncontrolled spreadsheets. The successor inherits open disputes, plan debts, clawbacks, system limitations, manager training gaps and the following launch calendar.

The interim may freeze unsupported adjustments, convene binding internal credit decisions within delegated policy, require quota reapproval, redirect incentive analysts and authorise up to USD 8 million in validated corrective payments. Plan redesign, seller termination, litigation settlement, changes to booked revenue and exceptions above the threshold require existing executives or committees. Payroll releases only committee-approved files.

Sales strategy, pricing, territory capacity, CRM replacement, enterprise payroll transformation and incentive plans outside the named commercial populations remain outside scope. The seat owns incentive evidence, calculation and exception governance, timely payment, appeal operation, team recovery and succession. It cannot resolve retention pressure by inventing earnings unsupported by plan language and authorised performance data.

Why this seat is open

Late payment and conflicting plan evidence turned an operational backlog into a trust and retention crisis, followed by the leader’s resignation. Commercial executives want speed while payroll requires control and sellers expect consistent treatment. Temporary executive authority can clear contested cases, observe live cycles and leave permanent ownership with a tested rule set.

What you will own

• Reconcile participant, role, territory, quota, plan, guarantee, draw and eligibility populations across source systems.
• Reconstruct disputed transaction credits through account ownership, overlay rules, channel evidence, timing and approval history.
• Establish exception, quota-change, guarantee, split-credit, appeal and correction authorities with immutable decision records.
• Direct accurate calculation, statement, payroll, accrual and payment reconciliation for two quarterly incentive cycles.
• Resolve historical cases by evidence tier and communicate outcomes without converting pressure into undocumented precedent.
• Govern next-year plan configuration, participant testing, manager certification and launch readiness within approved design.
• Transfer rule books, case files, system controls, unresolved liabilities and trained analysts through successor-led payment reviews.

Candidate qualifications

• Held executive sales-compensation authority for a global subscription or enterprise-software commercial organisation.
• Recovered delayed commission cycles involving overlays, channels, split credits, guarantees, draws and frequent quota changes.
• Converted complex plan documents into controlled system logic, exception routes and payroll-ready evidence.
• Adjudicated high-value seller appeals consistently while managing retention pressure and employment-law boundaries.
• Led reward, revenue operations, payroll, finance and systems teams through live calculation and payment cycles.
• Handed stable incentive operations to permanent leadership after backlog, launch and observed quarter completion.