SVP – Commercial Growth — Enterprise-Connectivity Business

The mandate

The business offers connectivity, managed network, cloud access, security and digital services to enterprise and public-sector customers. Sales activity is strong, but growth quality varies. Product teams pursue their own pipelines, account plans do not always reflect the customer's architecture or procurement cycle, and complex opportunities can be signed before delivery and service capacity are secured. Revenue arrives later than forecast, margin is lost through scope and credits, and renewal teams inherit solutions whose value was never defined clearly.

The SVP – Commercial Growth will redesign the enterprise commercial system. The remit includes account strategy, sales, solution qualification, commercial propositions, pipeline and forecast, partnerships, customer success, renewal and sales operations. Technical and delivery leaders retain solution and acceptance authority; finance owns commercial governance; product units own capability roadmaps. The SVP must join these functions around profitable, deliverable customer outcomes.

This planned new appointment is not a brief to add sales pressure. The board wants fewer weak opportunities, stronger expansion inside the right accounts and an honest bridge from pipeline to service revenue and cash. The executive will be expected to withdraw from deals that require unsupported customisation or capital, even when the logo or contract value is attractive.

Scope and operating context

Based in Dubai under a hybrid arrangement, the role influences approximately 2,275 employees and material partners across the United Arab Emirates and a wider international region. Direct leaders will span strategic accounts, segments, sales, customer success, partnerships, bid excellence and revenue operations. Solution architects, engineers, delivery and service teams operate through matrix accountabilities.

Customers range from regional enterprises to multinational and public-sector organisations with different buying centres, security requirements and contract processes. Some seek resilient connectivity; others want managed transformation. The commercial model must distinguish repeatable capability from bespoke integration and price the ongoing ownership each requires.

Partner ecosystems include cloud, security, equipment, systems-integration and channel organisations. Partnerships can accelerate capability and market access, but can also blur accountability and margin. The SVP will define when the business leads, co-delivers or refers and ensure the customer understands who owns service.

First-year agenda

The first one hundred days will rebuild the enterprise growth baseline. The SVP will review account concentration, qualified pipeline, win and loss, backlog, implementation delay, margin bridge, change requests, service credits, renewal, churn and cash. Several strategic deals will be traced from first opportunity through solution, contract, delivery and live service to identify where assumptions changed.

The executive will then define account and segment priorities. Each strategic account will have a customer-outcome thesis, relationship map, installed base, service performance, opportunity sequence and renewal risk. Product attachment without a customer decision or delivery path will not count as pipeline. Coverage will reflect opportunity and complexity rather than historic territory alone.

Opportunity qualification will become multidisciplinary. Material pursuits must show customer problem, decision process, technical feasibility, standard and custom scope, capacity, partners, commercials, risk and cash. Solution and delivery leaders will have formal authority before commitment. Governance should stop weak deals early without turning every proposal into a slow executive process.

Customer success and renewal will move upstream. Success measures, adoption, service and executive governance should be agreed in the contract and mobilisation. Renewal risk will incorporate incidents, utilisation, unresolved change and stakeholder value, not only expiry date. Account teams will own expansion through delivered outcome rather than hand customers to service after signature.

Commercial incentives will be redesigned around quality. Measures may include contribution, implementation acceptance, recurring revenue, cash and renewal alongside bookings. The scheme must be understandable and avoid delaying valid recognition unnecessarily. By year-end, the organisation should have a smaller, better-qualified pipeline and more predictable conversion to live profitable service.

Leadership responsibilities

The SVP will own enterprise growth strategy, forecast and account performance. They will chair commercial reviews that connect pipeline, delivery, service, margin and cash. Forecast movement must state the customer or execution event behind it, and product teams may not maintain parallel opportunity definitions.

The executive will assess commercial leadership, strengthen strategic selling and solution fluency and build succession. Sellers should understand enough technology and service to frame the customer decision; architects and delivery leaders need commercial context without becoming quota carriers.

The SVP will represent the business with major customers and partners. They must lead recovery when a commitment is at risk and avoid using senior relationships to bypass documented controls. Partner economics, data, security, service and exit will be explicit in major arrangements.

Measures of success

The board will review qualified pipeline, win rate, backlog conversion, recurring revenue, gross margin, implementation acceptance, cash, service credits, renewal and customer concentration. Forecast accuracy will be assessed across signature, delivery and live service, not only bookings.

Commercial quality includes reduced unsupported customisation, earlier no-bid decisions, delivery capacity coverage and expansion linked to customer outcome. Customer measures include adoption, service, executive confidence and renewal. Signed contract value that cannot be implemented profitably will not count as healthy growth.

Candidate profile

Candidates should bring 22–28 years of enterprise commercial leadership in telecommunications, managed services, cloud, cyber, technology services or another complex recurring-revenue business. They must have led large account, solution and partner teams across countries and owned bookings through delivery, margin and renewal.

The board will seek examples of walking away from a high-profile deal, changing qualification after implementation failure and redesigning incentives around live recurring value. Candidates should understand solution architecture, managed-service capacity, contracting, customer success and cash sufficiently to own the full lifecycle.

The successful executive will be commercially ambitious and operationally honest. They must challenge product-led selling, align strong technical voices and communicate difficult no-bid or recovery decisions to customers and the board. International enterprise and public-sector experience is valuable.

Compensation and appointment terms

The anticipated base range is AED 1,600,000–2,200,000, with annual incentive and long-term participation aligned to profitable growth and enterprise value. Final terms will reflect relevant customer scale, service complexity and current arrangements. Any mobility or forfeited-compensation support will be reviewed against the selected executive's circumstances.

Confidentiality

The client is unnamed because the growth redesign, customer pipeline and partner terms are sensitive. Detailed account and operating information will be disclosed only after identity, conflict and confidentiality checks. Applications must anonymise customer names, deal economics, architectures and unpublished pipeline from other organisations.