Chief Commercial Officer — Data And Evaluation Platform

The mandate

A data and evaluation platform has deep research credibility and a pipeline of enterprises seeking model comparison, governance evidence and continuous monitoring. Revenue remains concentrated in bespoke studies because commercial teams commit before data, scientific method and delivery capacity are qualified. A replacement must establish a repeatable commercial system while protecting active customer programmes.

Approximately 600 employees and material partners span evaluation science, data operations, product, engineering, commercial, customer success and delivery from London. The onsite CCO owns commercial strategy, sales, solutions, pricing, contracting, key accounts and revenue quality, reporting to the Group Chief Executive or designated executive committee sponsor.

The commercial portfolio will be organised around customer decisions. Model procurement, deployment approval, regulatory evidence, vendor oversight and performance monitoring require different methods and cadence. Account teams must state the decision, accountable buyer and evidence threshold before assigning value to an opportunity.

Solution qualification will precede proposal. Model access, dataset rights, intended use, evaluation independence, security and delivery capacity need cross-functional acceptance. The CCO will personally stop work seeking a predetermined result or relying on data the platform cannot lawfully or scientifically use.

Repeatability must be earned. Standard evaluation modules, integrations and reporting can shorten delivery, but each application needs context. Commercial packaging will identify the common method and configurable boundary. Bespoke scientific work will carry appropriate price, schedule and rights rather than being concealed inside a standard subscription.

Pricing will reflect evidence value and cost-to-serve. Model calls, specialised datasets, reviewer expertise, secure environments and customer integration should inform contribution. The CCO will not discount independent review into an unstaffable promise. Multi-year terms must include volume, scope and method-change mechanisms.

Contracts require technical honesty. Outputs, limitations, customer responsibilities, data rights, model changes, retention and liability should match the actual service. The platform must not imply certification or regulatory acceptance it cannot grant. Commercial urgency cannot remove caveats essential to interpretation.

Pipeline governance will use readiness and decision evidence. Research interest, requests for proposal and funded deployment should remain distinct. Forecast probabilities cannot turn a blocked data dependency into committed revenue. The CCO will create one view shared by delivery and finance, with named actions for uncertainty.

Strategic accounts will move from isolated projects to evaluation roadmaps where appropriate. Customers may need baseline comparison, deployment gates and ongoing monitoring. Expansion should follow demonstrated use and operating sponsorship, not a broad enterprise licence that creates little adoption and a large support obligation.

Partners can extend reach but threaten independence. Consultancies, cloud providers and model vendors need clear roles, conflicts and account ownership. A partner whose technology is under evaluation cannot influence method or findings. Referral economics will be visible and never embedded in scientific conclusions.

Customer success will own realised use. Implementation, stakeholder training, finding resolution and renewal evidence should be planned before contract. Commercial leaders will learn why customers fail to act and feed that into qualification. Renewal obtained through discount without adoption will not be considered healthy retention.

The urgent transition demands account continuity. The outgoing CCO's commitments, exceptions, partner relationships and forecast assumptions require rapid validation. Senior customers will hear a consistent message without premature organisational disclosure. The replacement will correct unsupported promises rather than silently pass them to delivery.

Commercial capability needs technical depth and ethical judgement. Solutions leaders should challenge customers constructively and translate method without oversimplifying it. Compensation will reward contribution, adoption and forecast accuracy alongside bookings, reducing incentives to externalise delivery risk.

What you will own

• Decision-led commercial and account strategy.
• Opportunity and scientific-readiness qualification.
• Repeatable versus bespoke solution boundaries.
• Pricing, contribution and evidence-bound contracts.
• Pipeline, forecast and delivery alignment.
• Strategic accounts and realised customer use.
• Partner routes and independence safeguards.
• Commercial transition, talent and succession.

The first 12 months

Within 30 days, secure key-account continuity, validate committed pipeline and escalate any contract whose evidence, data or capacity promise cannot be met. Complete the outgoing leader's exception register.

By month six, implement qualification and pricing gates, introduce decision-specific solution packages and align compensation with contribution and adoption. Establish governed partner routes.

At twelve months, grow recurring revenue by £100 million, improve gross contribution by 15 percentage points and bring forecast accuracy above 85%. Eighty per cent of new business must use approved solution patterns, all material scientific exceptions need authorised acceptance and no customer may be sold an implied certification.

What the sponsor will examine

• Opportunities tied to funded customer decisions.
• Scientific and data readiness preceding proposal.
• Bespoke work priced and governed honestly.
• Contract language matching evidential authority.
• Renewal supported by customer use.
• Partner influence separated from evaluation results.

The person

You bring 22–28 years in enterprise AI, data, assurance, analytics or complex software commercial leadership, including CCO authority. Your record includes research commercialisation, solution economics, regulated buyers, strategic accounts, technical contracting and international teams.

Candidates must explain a large opportunity they declined because delivery or evidential conditions were absent, and a bespoke research engagement converted into repeatable revenue. This permanent onsite London appointment requires immediate customer and team presence.

Compensation and terms

Base compensation is £290,000–390,000 plus annual incentive and LTI linked to recurring contribution, qualified growth, forecast integrity, customer adoption and commercial succession. The permanent onsite London CCO reports to the Group Chief Executive or designated executive committee sponsor. Urgent replacement requires prompt availability for account handover.

Confidentiality

The platform, customers, datasets, evaluations, contracts, pipeline, partners and transition circumstances remain confidential. Further information follows suitability, conflicts and signed confidentiality. Candidates must not approach technology companies, consulting partners, customers or employees to identify the organisation.