Chief Commercial Officer — Trading And Supply Organisation

The mandate

Customer and operating evidence now point to commercial execution varying materially across markets within a multinational-owned integrated energy producer and services platform. The immediate arena is the trading and supply organisation during a major-project recovery. For mandate 398, 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 SAR 26,300 million in operated asset and trading portfolio, with activity spanning several trading and supply organisation customer, product and delivery clusters rather than a single asset. The Chief Commercial Officer Oil & Energy remit carries direct influence over roughly 2,050 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 trading and supply organisation. The Chief Commercial Officer Oil & Energy seat must resolve a major-project recovery, while preserving the underlying strengths of the trading and supply organisation. For mandate 398, 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 trading and supply organisation is expected to end with repeatable growth, price realisation and strategic-account depth. In mandate 398, authority covers resources and leadership appointments; material trade-offs go directly to the board sponsor.

Why this seat is open

This is an urgent replacement for the Chief Commercial Officer — Trading And Supply Organisation seat following an accelerated leadership transition. Interim accountability is in place for the trading and supply organisation, but the board wants a permanent appointment within 6–8 weeks because a major-project recovery cannot remain under split ownership. The predecessor’s outcome is being handled neutrally and professionally. The external search remains confidential until the preferred candidate and transition plan are agreed.

What you will own

• Set the Chief Commercial Officer value-creation thesis for the trading and supply organisation, translate it into no more than five enterprise priorities and stop work that does not support them.
• Carry stewardship of approximately SAR 26,300 million in operated asset and trading portfolio, including allocation, risk acceptance and board forecasts.
• Lead the Chief Commercial Officer Oil & Energy organisation of about 2,050 employees and partners, appointing a team with clear decision rights and credible succession for every critical seat.
• Resolve the trading and supply organisation economics and execution constraints created by a major-project recovery, 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 trading and supply organisation; remove reconciliations that obscure accountability.
• Have led price, pipeline and strategic-account decisions with direct responsibility for profitable revenue in mandate 398.
• Build the Chief Commercial Officer’s three-year succession and capability plan for the trading and supply organisation, reducing dependence on individual executives and improving mobility across the wider Oil & Energy organisation.

The first 12 months

• Days 1–90: Validate the trading and supply organisation 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 trading and supply organisation, 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 trading and supply organisation 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 trading and supply organisation 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 trading and supply organisation’s operating, cash, customer and people assumptions.
• Closure of the Chief Commercial Officer mandate’s highest-priority trading and supply organisation risk and execution issues by their board-approved dates, with independent evidence that fixes are sustained.
• Retention of at least 90% of critical trading and supply organisation 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 trading and supply organisation operating constraint behind a major-project recovery, supported by a clean baseline and named data owner.
• Clear stakeholder confidence in mandate 398: 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 Oil & Energy or adjacent enterprise. In relation to the trading and supply organisation, 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 energy, oil and gas, utilities, chemicals, renewables or industrial services 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 Oil & Energy 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 SAR 15,250 million and led an organisation of at least 1,425 people.

For mandate 398, the board wants two transitions: a difficult trading and supply organisation portfolio choice and a leadership-system change during a major-project recovery. As the prospective Chief Commercial Officer for this trading and supply organisation, you must challenge optimistic cases and still create followership. References for mandate 398 must distinguish your contribution from the institution around you.

The Chief Commercial Officer must be based in Riyadh; international relocation is supported, but this Oil & Energy 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 Oil & Energy governance forum.
• Proven Chief Commercial Officer ownership of at least SAR 15,250 million and leadership of no fewer than 1,425 employees in a comparable trading and supply organisation context.
• One completed Oil & Energy 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 energy, oil and gas, utilities, chemicals, renewables or industrial services; experience that is purely functional and lacks Chief Commercial Officer-level trading and supply organisation consequences will not meet the bar.
• Willingness to meet the Riyadh location expectation, complete conflicts and background diligence, and protect the confidentiality of mandate 398.

Compensation and terms

The anticipated Chief Commercial Officer package is SAR 2.0–2.9 million fixed + annual incentive and LTI, calibrated to the final trading and supply organisation scope and the candidate’s current mix. Any long-term participation for mandate 398 follows standard vesting and performance conditions. The Chief Commercial Officer appointment in Riyadh, centred on the trading and supply organisation, 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 398.

Confidentiality

This search is being conducted without naming the client for mandate 398. 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 398.