Chief Commercial Officer — Subscription-Mobility Portfolio

The mandate

Customer and operating evidence now point to commercial execution varying materially across markets within a multinational-owned technology-enabled mobility and transport platform. The immediate arena is the subscription-mobility portfolio during a regulatory operating-model change. For mandate 448, the successful executive inherits decisions that have been deferred, competing stakeholder expectations and a need to establish facts before committing further capital.

The Chief Commercial Officer operating perimeter covers approximately £3,800 million in gross bookings and fleet portfolio, with activity spanning several subscription-mobility portfolio customer, product and delivery clusters rather than a single asset. The Chief Commercial Officer Mobility remit carries direct influence over roughly 1,050 colleagues and third-party capacity.

The group board and the relevant risk and people committees want a Chief Commercial Officer who can convert ambiguity into a short list of explicit choices for the subscription-mobility portfolio. The Chief Commercial Officer Mobility seat must resolve a regulatory operating-model change, while preserving the underlying strengths of the subscription-mobility portfolio. For mandate 448, value will come through sharper allocation, stronger leaders and an operating cadence that exposes variance early.

The Chief Commercial Officer’s first year on the subscription-mobility portfolio is expected to end with repeatable growth, price realisation and strategic-account depth. In mandate 448, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is a newly created Chief Commercial Officer — Subscription-Mobility Portfolio seat approved as part of the next operating model; it is not an incumbent replacement. The board is running a planned 4–6 month search so the appointee can join ahead of the next capital and talent cycle. Current leaders retain their existing accountabilities until the subscription-mobility portfolio remit is formally activated. Confidentiality protects organisation design choices while the board compares external and adjacent-sector talent.

What you will own

• Set the Chief Commercial Officer value-creation thesis for the subscription-mobility portfolio, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately £3,800 million in gross bookings and fleet portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Commercial Officer Mobility organisation of about 1,050 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the subscription-mobility portfolio economics and execution constraints created by a regulatory operating-model change, with Chief Commercial Officer-approved owners, dated milestones and transparent escalation thresholds.
• Establish one Chief Commercial Officer operating review across commercial, customer, financial, people, technology and risk outcomes for the subscription-mobility portfolio; remove reconciliations that obscure accountability.
• Have led price, pipeline and strategic-account decisions with direct responsibility for profitable revenue in mandate 448.
• Build the Chief Commercial Officer’s three-year succession and capability plan for the subscription-mobility portfolio, reducing dependence on individual executives and improving mobility across the wider Mobility organisation.

The first 12 months

• Days 1–90: Validate the subscription-mobility portfolio baseline, meet the 30 stakeholders most consequential to commercial execution varying materially across markets, assess the leadership team, stabilise immediate delivery risks and agree a board-owned scorecard with explicit decision gates.
• Months 4–9: Make the principal Chief Commercial Officer portfolio and organisation choices for the subscription-mobility portfolio, install the new operating cadence, fill critical leadership gaps and deliver the first measurable release of cash, capacity or customer value.
• Months 10–12: Demonstrate a repeatable subscription-mobility portfolio trend against repeatable growth, price realisation and strategic-account depth, lock the following year’s capital and talent plan, evidence control sustainability and present a credible three-year value case with downside actions.

What the board will measure

• Delivery of the Chief Commercial Officer’s agreed first-year subscription-mobility portfolio value case within a 10% tolerance, with variance explained before rather than after the relevant quarter closes.
• A Chief Commercial Officer forecast that remains decision-useful across three consecutive quarters and reconciles the subscription-mobility portfolio’s operating, cash, customer and people assumptions.
• Closure of the Chief Commercial Officer mandate’s highest-priority subscription-mobility portfolio risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical subscription-mobility portfolio talent and ready-now successors for at least 70% of the Chief Commercial Officer’s direct reports.
• A quantified Chief Commercial Officer-owned improvement in the subscription-mobility portfolio operating constraint behind a regulatory operating-model change, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 448: no unresolved high-severity escalation older than 30 days and no material surprise withheld from its agreed governance forum.

The person

You are currently a Chief Commercial Officer, Sales President or Business Unit Head in a multinational-owned Mobility or adjacent enterprise. In relation to the subscription-mobility portfolio, your Chief Commercial Officer track record includes a transition where the original plan was no longer sufficient; you can explain your choices, evidence and numerical impact. Candidates from mobility, logistics, automotive, travel technology or consumer platforms will be considered where the operating model, customer stakes and governance intensity match this Chief Commercial Officer brief.

As a Chief Commercial Officer candidate, you bring 22–28 years of progressive Mobility or adjacent-sector experience, consistent with the 22-28 experience band. At minimum, you have carried a P&L, book, budget or accountable portfolio of £2,200 million and led an organisation of at least 725 people.

For mandate 448, the board wants two transitions: a difficult subscription-mobility portfolio portfolio choice and a leadership-system change during a regulatory operating-model change. As the prospective Chief Commercial Officer for this subscription-mobility portfolio, you must challenge optimistic cases and still create followership. References for mandate 448 must distinguish your contribution from the institution around you.

The Chief Commercial Officer must be based in London; international relocation is supported, but this Mobility role is not designed as a remote appointment.

Non-negotiables

• Current or recent accountability at the level of Chief Commercial Officer, Sales President or Business Unit Head, with direct exposure to a board, investment committee or equivalent Mobility governance forum.
• Proven Chief Commercial Officer ownership of at least £2,200 million and leadership of no fewer than 725 employees in a comparable subscription-mobility portfolio context.
• One completed Mobility or adjacent-sector example of commercial execution varying materially across markets with outcomes sustained for at least two reporting periods after the initial intervention.
• Sector credibility from mobility, logistics, automotive, travel technology or consumer platforms; experience that is purely functional and lacks Chief Commercial Officer-level subscription-mobility portfolio consequences will not meet the bar.
• Willingness to meet the London location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 448.

Compensation and terms

The anticipated Chief Commercial Officer package is £290,000–390,000 base + annual incentive and LTI, calibrated to the final subscription-mobility portfolio scope and the candidate’s current mix. Any long-term participation for mandate 448 follows standard vesting and performance conditions. The Chief Commercial Officer appointment in London, centred on the subscription-mobility portfolio, offers regular exposure to the group board and the relevant risk and people committees. A notice period of up to 6 months can be accommodated for the selected executive in mandate 448.

Confidentiality

This search is being conducted without naming the client for mandate 448. Identifying information will follow only when both sides elect to proceed under confidentiality; nothing in the published mandate should be treated as a clue to ownership or brand for mandate 448.