Chief Commercial Officer — Digital Lending Portfolio

The mandate

A multinational-owned digital lending portfolio sells through direct channels, embedded partners and strategic accounts across several markets. Commercial execution varies materially. Some teams price for volume without charging partner support, others guard margin but miss expansion, and account ownership becomes unclear when customers move between channel and geography. The current migration will magnify these differences unless one leader creates a repeatable commercial system.

The Chief Commercial Officer will steward approximately £3,050 million in assets under oversight and lead about 600 employees and material partners. Responsibility spans sales, partnerships, account management, commercial operations, pricing governance and the interfaces with product, credit, marketing and service. The CCO owns responsible revenue quality rather than approval or risk decisions.

Commercial economics need a common basis. Revenue should be adjusted for acquisition incentives, credit performance, funding, service, technology integration and partner commitments. Pricing authorities must show why a concession earns durable value and when it expires. Strategic accounts require household or partner-level plans that coordinate markets without obscuring local accountability.

Channel migration creates conflict as well as opportunity. Direct and partner teams need transparent credit for origination, expansion and retention. Customer ownership should follow the work and promise, not internal hierarchy. The CCO will remove incentives that encourage duplicate pursuit, weak hand-offs or unprofitable volume.

Growth must be forecast from observable pipeline stages, capacity and conversion. The board expects fewer end-quarter surprises and evidence that expansion survives beyond promotional pricing.

Partner governance should cover more than revenue share. Embedded channels influence customer selection, data quality, claims, consent and the timing of commercial information. The CCO will define joint planning, service and escalation, and will reserve the right to pause acquisition when a partner cannot demonstrate source or customer-treatment standards.

Strategic-account depth requires executive sponsorship without creating privileged exceptions. Account plans should identify the client’s growth, risk and operating agenda, the lender’s complete economic exposure and a small set of jointly owned outcomes. Bespoke technology or service commitments need expiry, funding and a path to reuse before they enter the roadmap.

Sales leadership will be rebuilt around coaching and evidence. Territory or market plans should distinguish addressable demand from hopeful pipeline, and forecast calls should produce decisions about support, price or exit. Compensation must reward retained, risk-adjusted value and collaboration across channels rather than booked volume at one point in time.

Why this seat is open

This urgent replacement follows an accelerated leadership transition. Interim coverage cannot own the migration and commercial reset, so a permanent appointment is sought within six to eight weeks. Confidentiality protects customers and the predecessor.

What you will own

• Establish common customer, channel, pricing and pipeline economics.
• Define strategic-account ownership across markets and partner relationships.
• Steward £3,050 million of assets, risk acceptance and forecasts.
• Reset discount and incentive authorities with expiry and value evidence.
• Align direct, embedded and partner channels through transparent commercial credit.
• Improve pipeline inspection, conversion and forecast accuracy.
• Lead 600 employees and partners with stronger account and commercial-operations succession.
• Stop growth arrangements whose complete economics or customer outcomes fail.

The first 12 months

In the first 90 days, reconcile pipeline, pricing, partner terms, customer outcomes and account ownership. Meet the 30 stakeholders most consequential to commercial variation, including strategic clients, partners, credit, product, service and market leaders. Review the largest concessions and disputed accounts, assess leaders and agree board gates for migration and investment.

Months four to nine should install common pipeline and pricing governance, settle account rights and renegotiate weak partner economics. Fill leadership gaps and migrate selected relationships using explicit customer ownership. The first value should appear in price realisation, conversion, account expansion or avoided unprofitable volume.

By year end, repeatable growth, price realisation and strategic-account depth should show sustained progress. The annual case must be within 10% of baseline, while forecasts reconcile pipeline, cash, customer and people assumptions across three quarters. Priority issues require sustainable closure evidence; severe escalations cannot remain unresolved beyond 30 days.

What the board will measure

• Risk-adjusted revenue, price realisation and retention by channel and market.
• Strategic-account depth and expansion after complete service and partner cost.
• Pipeline conversion and forecast accuracy without end-period distortion.
• Reduction in duplicate pursuit, unsupported concessions and weak hand-offs.
• At least 90% retention of pivotal commercial talent and ready-now cover for 70% of direct reports.
• Quantified improvement in cross-market execution with clean data ownership.

The person

You are a Chief Commercial Officer, Sales President or Commercial General Manager with 22–28 years in lending, payments, banking or another regulated multi-channel business. You have owned full-funnel economics and strategic-account consequences across markets.

Your accountable P&L, budget, book or portfolio has been at least £1,750 million, and you have led no fewer than 600 people. You can evidence a channel and pricing reset whose growth and margin outcomes persisted over two reporting periods.

You can challenge optimistic pipelines, powerful account leaders and volume-oriented partners without weakening customer trust or responsible growth.

Compensation and terms

Base compensation is £290,000–390,000 plus annual incentive and LTI. The permanent appointment is onsite in London, supports relocation and permits notice up to six months.

Confidentiality

The lender, partners and transition will be named only after confidentiality is established. Published events and values are composite.