Chief Commercial Officer — Data-Centre Silicon Platform

The mandate

A US data-centre silicon platform is moving to a new roadmap while current customers remain in evaluation, deployment and production. Commercial teams need to migrate opportunities without stranding software work, inventory or support commitments. The planned replacement Chief Commercial Officer will define a customer transition that protects trust and full-stack economics.

Approximately 1,525 employees and material partners span silicon, systems, software, customer engineering, operations and functions. The CCO owns accounts, pricing, contracts, channels, ecosystem partnerships, pipeline and forecast and reports to the Group Chief Executive or sponsor.

Customer stages will be evidence-based: evaluation, workload validation, deployment approval and repeat production. Roadmap migration will consider software portability, qualification, capacity and customer engineering, not only chip availability.

Contracts need clear lifecycle and transition terms. NRE, inventory, performance, security, support and end-of-life obligations must remain funded. A new product cannot erase promises attached to the old one.

Pricing will reflect systems and adoption cost. Boards, software, cloud validation and field engineering affect contribution. Sales incentives will reward deployed value rather than headline design wins.

Ecosystem rights and customer ownership must be explicit across server, cloud, software and channel partners. The CCO will resolve conflicts before launch.

Customer concentration requires downside governance. A strategic deployment can consume capacity and engineering while retaining cancellation, benchmark or adoption conditions. The CCO will negotiate reciprocal milestones, expose reusable work and prevent one logo from exempting a programme from full commercial review.

Evaluation hardware and cloud access need controlled economics. Boards, systems and engineering clusters can be scarce and expensive. Allocation will follow workload evidence, customer sponsorship and next decision, with return, loss and data obligations explicit. Free evaluation cannot become an indefinite substitute for commitment.

Security and vulnerability support must survive roadmap change. Contracts will state disclosure, patch, software and end-of-life responsibilities, including who pays for customer deployment. The commercial team will not promise service dates that engineering and quality have not accepted.

Revenue operations will distinguish booked value, deployed capacity, consumption and collected cash. Channel or partner bookings without end-customer adoption will not drive forecast. Finance will validate full-stack margin, provisions and incentives and prevent roadmap migration credits from being hidden outside programme economics.

Customer data and benchmark results require purpose, confidentiality and approval. One customer’s workload cannot be reused in another sale without rights. Sales rooms will preserve version, audience and access, and commercial urgency will not create uncontrolled technical disclosure.

Commercial allocation during constrained ramp will use transparent criteria. Customer deployment consequence, qualification, contract, alternatives and strategic value may conflict. The CCO will join a cross-functional forum, record rationale and prevent account teams from making side commitments that undermine the shared decision.

Evaluation and migration inventory requires ownership and expiry. Systems, boards, chips and licences can become stranded when a roadmap or customer schedule moves. The commercial team will negotiate return, cancellation and conversion terms and will not load partners to preserve a quarterly shipment.

Customer recovery concessions will be governed as programme economics. Credits, engineering support, expedite and extended lifecycle can create long obligations. Finance and operations will validate the remedy, its reciprocal commitment and whether it closes or merely masks the root cause.

Sales operations will retain contract, forecast and exception lineage so later teams can distinguish a one-time migration term from permanent commercial precedent.

Customer reference use will require consent, verified deployment evidence and clear limitations; a successful evaluation cannot be marketed as scaled production.

The incumbent will retire after structured handover. The onsite Austin role will retain relationships while modernising commercial discipline.

What you will own

• Lead customer and ecosystem roadmap transition.
• Govern pricing, contracts, pipeline and forecast.
• Protect current-product lifecycle obligations.
• Align commercial promise to software and supply readiness.
• Build full-stack customer economics.
• Negotiate migration and qualification.
• Design sales incentives around adoption.
• Build commercial succession.

The first 12 months

In the first 60 days, classify customer stages and transition exposure, review major contracts and correct unsupported pipeline.

By month six, secure migration plans for priority customers, resolve ecosystem rights and align incentives and forecast to deployment.

At twelve months, protect 97% of targeted customer value, improve deployment conversion by 12 points and reduce forecast error by 30%. No strategic customer should face an uncommunicated lifecycle gap, and full-stack contribution should meet the approved case.

What the sponsor will measure

• Roadmap transition grounded in customer deployment evidence.
• Current customers supported through lifecycle.
• Contracts reflecting software and supply reality.
• Full-stack contribution visible.
• Ecosystem roles and customer ownership clear.
• Sales rewarded for adoption, not announcement.

The person

You bring 22–28 years in data-centre semiconductor commercial or business leadership. You have migrated customer portfolios between product generations and carried full-stack economics.

Your prior scope should exceed US$1 billion revenue or 1,000 employees and partners. Evidence must include a customer migration, ecosystem conflict and contract changed by software readiness.

Compensation and terms

Base compensation is US$430,000–575,000 plus annual incentive and equity linked to migration, deployed value, contribution, forecast and leadership. The role is a permanent onsite Austin appointment, accountable to the Group Chief Executive or nominated executive sponsor. Timing allows planned handover.

Confidentiality

The platform, customers, roadmap, pricing, contracts and partners remain confidential. Detail follows suitability, conflicts and signed confidentiality. Applicants must not approach customers or ecosystem firms to identify the enterprise.