Chief Commercial Officer — Risk And Controls Estate

The mandate

A multinational-owned bank sees materially different commercial execution across markets. Pipeline definitions, discount authority, account planning and forecast confidence vary, while a core-banking renewal will change product availability and customer migration. The role requires consistent commercial ownership across the estate.

The Chief Commercial Officer will steward approximately £49,650 million in loans and deposits and lead around 1,350 employees and material partners. Scope spans market strategy, sales, strategic accounts, pricing, pipeline, channel partnerships, commercial operations, forecasting and customer input to the core renewal. Direct accountability runs to the Group Chief Executive or designated executive committee sponsor.

The commercial baseline will reconcile opportunity to realised value. Qualified demand, conversion, pricing, balances, revenue, service effort, risk and retention should connect by market and account. The CCO will eliminate pipeline stages that reward optimism and ensure forecast movement has a reason, owner and next action.

Strategic accounts need complete relationship plans. Customer priorities, decision makers, products, economics, risk, service and renewal events should be visible. Senior coverage should deepen institutional relationships rather than protect personal ownership. The CCO will meet clients who reduced business or declined proposals, not only advocates.

Pricing discipline will reflect value and consequence. Discounts require rationale, authority, duration and give-get. Credit, liquidity, operational complexity and service commitments must enter commercial terms. Local teams cannot exchange margin for volume without exposing the full relationship case.

Market variation will be tested. Some differences reflect regulation or customer behaviour; others are inconsistent leadership or weak enablement. Common opportunity, pricing and account standards should permit evidenced local adaptation. Performance comparison must use consistent definitions.

The core renewal is a commercial event. Client segmentation, proposition availability, migration order, communications and service recovery need commercial ownership. Sales commitments cannot outrun platform and operating readiness. Exceptions require explicit cost and control acceptance.

Growth must be repeatable. The CCO will distinguish new customer contribution from repricing, market movement or temporary incentives. Forecasts need leading indicators and downside actions. Investments in coverage, data or channels require demand, capacity and stop criteria.

Commercial operations will reduce seller administration and conflicting reports while protecting control evidence. Partners need clear economics, customer ownership, conduct, service and exit. Incentives will balance profitable revenue, customer outcome and risk rather than headline production.

Leadership will be assessed across markets. Country commercial heads need authority and accountability inside enterprise guardrails. Succession should create leaders able to make price and portfolio choices, not merely top producers. Poor behaviour cannot be tolerated because a leader carries revenue.

Why this seat is open

This urgent replacement follows an accelerated transition. Interim leadership protects live customer decisions, but the board seeks a permanent executive within six to eight weeks before renewal and pricing choices become irreversible.

What you will own

• Establish common pipeline, pricing and account-management disciplines.
• Steward £49,650 million of loans, deposits and commercial forecasts.
• Build strategic-account depth beyond individual relationship owners.
• Align market variation with evidenced customer or regulatory need.
• Own customer and revenue decisions through core-platform migration.
• Lead approximately 1,350 employees and partners with strong succession.
• Govern incentives, channels and discounts through complete economics.
• Give the board transparent growth, downside and intervention options.

The first 12 months

The first 90 days should reconcile pipeline, pricing and account economics. Meet the 30 stakeholders most consequential to execution, including major and former clients, market heads, risk, finance, operations and technology. Stabilise priority commitments, assess leaders and agree commercial gates.

Months four to nine should reset pipeline stages, price exceptions and strategic-account plans. Align customer migration with platform readiness and strengthen weak market leadership. Early value may appear through price realisation, forecast confidence, better retention or an uneconomic pursuit stopped.

By year end, repeatable growth, realised price and strategic-account depth should improve consistently. Delivery must remain within 10% of approval and forecasts should reconcile customers, book, cash and people for three quarters. Priority issues need independently accepted closure; severe escalation cannot remain open beyond 30 days.

What the board will measure

• Qualified pipeline conversion and forecast accuracy by market.
• Price realisation after risk, service and relationship consequence.
• Strategic-account depth, retention and share of relevant need.
• Client migration outcomes through the core renewal.
• Preserve over 90% of pivotal commercial talent and ready successors for 70% of direct roles.
• Partner and channel contribution after complete cost and conduct.

The person

You are a Chief Commercial Officer, Sales President or Business Unit Head with 22–28 years in banking or adjacent regulated services. You have led pricing, pipeline and strategic-account decisions with direct responsibility for profitable revenue.

Your accountable P&L, book, budget or portfolio has been at least £28,800 million, and you have led 950 or more people. You can evidence outcomes sustained over two reporting periods.

You understand banking economics, complex accounts and platform change. You can challenge successful sellers, protect customer trust and distinguish commercial progress from temporary price or market movement.

Compensation and terms

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

Confidentiality

The bank, predecessor, markets and customer portfolio remain protected. Identifying detail follows confidential mutual interest; scale and circumstances are blended.