Chief Commercial Officer — Subscription-Mobility Portfolio

The mandate

The portfolio sells vehicle access through direct digital channels, employer benefits, brokers and manufacturer partners. Regulatory scrutiny of consumer value, affordability, insurance distribution and commission disclosure is changing what each channel may promise and how suitability is evidenced. Current propositions bundle services differently and channel economics are not comparable. The Chief Commercial Officer will redesign growth around transparent value and executable obligations.

The remit includes approximately 1,050 employees and material partners across sales, partnerships, pricing, proposition, revenue operations and channel management. Marketing owns communication; risk and compliance own independent oversight; finance validates economics. The CCO owns commercial terms, distribution conduct and the customer portfolio and must ensure commercial targets do not reward unsuitable sales or hidden service cost.

This is an opportunity to simplify. Household, professional-driver, small-business and employer needs differ, but each does not require a unique contract and operating process. The executive will determine which propositions deserve distinct treatment and which variations reflect channel bargaining rather than customer value.

Partner channels need active governance. A signed distribution agreement does not prove that brokers, employers or dealers explain the product correctly. The CCO will require outcome sampling, complaints, cancellation and cohort value by partner and will suspend distribution where evidence fails.

Employer channels create a distinctive fairness question. Salary sacrifice or benefits access can make a subscription attractive, but job change, leave or redundancy may alter payment and vehicle rights. The CCO will require clear scenario terms and workable transition before approving an employer proposition. Commercial forecasts should not treat employment-linked customers as lower churn without testing these life events.

Vehicle availability is part of the sale. A customer offered a specific category may receive an alternative whose charging, insurance or accessibility characteristics differ. Revenue operations must connect inventory and fulfilment to quote and contract, with consent where substitutions change material use. The CCO will measure promises delivered, not only contracts executed, and price capacity scarcity openly rather than hide it in repeated delays.

Why this seat is open

The board created a planned new commercial seat after separating enterprise-wide proposition and channel ownership from country sales. No incumbent is leaving. Appointment before contract and incentive renewal will allow the new executive to reshape terms and scorecards rather than inherit another annual cycle.

What you will own

• Define a coherent proposition architecture for household, driver, business and employer customers.
• Rebuild price, mileage, cancellation, damage and service terms with fair-value and comprehension evidence.
• Govern affordability, credit and insurance distribution with accountable risk and compliance partners.
• Compare channel economics after commission, support, complaints, early return and retention.
• Renegotiate or exit partners whose sales quality or data prevents responsible oversight.
• Create revenue operations that reconcile pipeline, contract, vehicle availability and contribution.
• Design incentives for suitable retained business rather than signed volume.
• Develop proposition, sales, pricing and partnership leaders with clear succession.

The first 12 months

Within 90 days, map every proposition and channel, sample customer outcomes and identify terms or incentives that create foreseeable harm. Reconcile the 20 largest partners to cohort economics. Present a simplified architecture, immediate distribution controls and a commercial plan reflecting operational capacity and regulation.

By month six, launch revised terms in controlled channels, implement partner outcome monitoring and renegotiate priority agreements. Train sales and partner teams with observed competence rather than completion records. Pricing changes should have customer, risk and fleet consequences visible before approval.

At twelve months, increase contribution per retained subscription by 15%, improve 90-day retention by eight points and reduce complaint-linked cancellations by 35%. Ninety-five per cent of new business should flow through channels meeting outcome standards, no material product should fail fair-value review, and forecast revenue should remain within 8% across two consecutive quarters.

What the board will measure

• Suitable, retained and profitable customer growth by proposition and channel.
• Fair value and comprehension of material terms.
• Partner distribution conduct and decisive remediation.
• Commercial forecasts reconciled to fleet and service capacity.
• Simplification realised in contracts and operating burden.
• Leadership and incentive systems aligned with customer outcomes.

The person

You have 22–28 years in commercial leadership across subscription, leasing, automotive, insurance, consumer credit or another regulated recurring service. You have owned proposition, pricing and distribution outcomes and withdrawn a channel where sales quality undermined customer value.

Your remit should include at least 750 employees and partners and more than £350 million in annual revenue or contract value. You can quantify retention, complaints, contribution and partner conduct rather than rely on bookings. UK Consumer Duty, credit or insurance distribution exposure is required, with direct board or executive-committee challenge.

This permanent onsite London role reports to the Group Chief Executive or designated sponsor.

Compensation and terms

Base compensation is £290,000–390,000 plus annual incentive and long-term incentive linked to suitable growth, contribution, customer outcomes, forecast and leadership. The permanent appointment is onsite in London, reporting to the Group Chief Executive or named executive sponsor. Notice periods up to six months can be assessed before partner renewal dates.

Confidentiality

The portfolio, products, channel partners, conduct findings and redesign are confidential. Further evidence follows reciprocal interest, conflict review and written confidentiality. Facts and scale are intentionally composite; applicants must not query brokers, lenders, customers or employees to identify the organisation.