Chief Commercial Officer — Trading And Supply Organisation

The mandate

Commercial execution across a multinational trading and supply organisation now varies materially by market. Some teams protect price and deepen strategic accounts; others use discount, bespoke terms or optimistic volume assumptions to compensate for uneven proposition strength. Customer commitments, launch timing and capacity assumptions must be reconciled before further promises are made.

The incoming Chief Commercial Officer will oversee a SAR 26,300 million operated asset and trading perimeter and an organisation of approximately 2,050 employees and material partners. The portfolio covers physical and service propositions, long-cycle contracts, international counterparties and markets with different regulatory and channel structures. The CCO must create repeatability without pretending that every customer or geography shares the same economics.

The role is based onsite in Riyadh and reports to the Group Chief Executive or designated executive committee sponsor. Interim leaders are protecting essential customer decisions following an accelerated leadership transition, but permanent authority is needed for pricing, coverage, commercial risk and talent. The desired outcomes are repeatable growth, price realisation and deeper strategic-account relationships.

Why this seat is open

This is an urgent replacement. The prior leader’s outcome is being managed neutrally and professionally, and the search will not speculate about individual circumstances. Split interim accountability cannot continue through the next project-recovery gate. The board intends to appoint within six to eight weeks, subject to evidence-led assessment and a transition plan that protects customers and employees.

What you will own

• Establish one view of revenue quality across price, mix, volume, contract risk, working capital and cost-to-serve, with comparable definitions across markets.
• Segment customers by strategic value, economic potential, relationship depth and service requirement; separate genuine strategic accounts from large but transactional buyers.
• Reset pricing governance, including authority levels, floor logic, indexed terms, exception expiry and post-decision review of discounts and concessions.
• Align project-recovery milestones with commercial commitments so that sales teams cannot promise capacity, service or launch dates unsupported by operations.
• Create account plans that identify customer decisions, relationship coverage, competitor position, value proposition and executive action rather than listing activity.
• Strengthen bid and contract governance for liability, credit, sanctions, performance obligations and non-standard terms while preserving commercial pace.
• Redesign market incentives where booked volume, revenue or local margin encourages value leakage or pushes delivery risk into another unit.
• Build a commercial leadership bench with credible succession, clear country and account decision rights, and evidence-based performance management.

The first 12 months

In the first 45 days, stabilise the leadership transition. Meet the most consequential customers, review open commitments linked to the recovery project and identify decisions that cannot wait for the permanent operating cadence. Reconstruct price, margin and contract performance by market, testing whether reported growth survives adjustments for mix, commodity movement and concessions.

By day 100, agree a commercial control framework with the chief executive. It should identify strategic accounts, pricing authority, critical bids and capacity-constrained propositions. Set a temporary approval process for recovery-dependent commitments and close any gaps where customers have received inconsistent messages.

Months four through eight should pilot the new commercial system in the markets with the widest execution variance. Reprice or reshape weak contracts where relationships allow, introduce multi-level coverage for strategic accounts and correct incentives that reward uneconomic growth. Upgrade leaders whose market knowledge is strong but enterprise judgement is unproven.

At the first anniversary, commercial forecasts should reconcile to delivery and finance, pricing exceptions should be controlled, and strategic accounts should show broader relationships and higher-quality opportunities. The recovered project must enter the market through promises the operating system can reliably fulfil.

What the board will measure

• Two percentage points of price realisation improvement on the addressable portfolio after adjusting for commodity and mix effects.
• Ninety-five per cent of material pricing exceptions carrying an authorised owner, economic rationale and expiry or review date.
• Forecast accuracy within 10% across three consecutive quarters for revenue, contribution and major-account demand.
• Executive relationships established beyond the primary buyer in every designated strategic account, with documented succession in account leadership.
• A 20% reduction in value leakage from unmanaged discounts, non-standard terms and unpriced service obligations.
• No customer commitment linked to the recovered project accepted without verified operational capacity and accountable delivery approval.

The person

You are currently a Chief Commercial Officer, Sales President or Business Unit Head with 22–28 years across energy, oil and gas, utilities, chemicals, renewables or industrial services. You have led commercial performance across multiple markets and can distinguish price achievement from commodity, foreign-exchange or product-mix benefit.

Applicants require accountability for a P&L, book, budget or portfolio of at least SAR 15,250 million and leadership of 1,425 or more people. You have owned strategic accounts, pricing, bids, commercial risk and talent during a leadership or operating transition. Your references must show how you protected customer trust while correcting weak commitments.

The appointment is onsite in Riyadh, with international relocation supported. Regular customer and operating engagement in person is integral to the remit.

Compensation and terms

Fixed compensation is expected at SAR 2.0–2.9 million plus annual incentive and LTI. Final calibration will reflect accountable scope and current mix, with long-term participation subject to customary performance, vesting and conduct provisions. The urgent timetable can accommodate a carefully structured notice transition.

Confidentiality

The group, predecessor circumstances, customers, pricing evidence and recovery programme are confidential. Identifying access follows qualification, mutual relevance, diligence and a formal confidentiality undertaking.