Chief Revenue Officer

Job Description

Job Description:\n\n \n Chief Revenue Officer (CRO)\n Are you ready to be part of a company that's not just talking about the future, but energetically shaping it? Join the Microvast Team (NASDAQ: MVST), a technology innovator that designs, develops and manufactures lithium-ion battery solutions. Founded in 2006 and headquartered in Houston, TX, Microvast is renowned for its cutting-edge cell technology and its vertical integration capabilities which extend from core battery chemistry (cathode, anode, electrolyte, and separator) to battery packs. By integrating the process from raw material to system assembly, Microvast has developed a family of products covering a broad breadth of market applications. More information can be found on the corporate website: Purpose\n The Chief Revenue Officer is the executive leader accountable for Microvast's global revenue system and the complete customer lifecycle: market development, opportunity creation, sales conversion, backlog quality and conversion, strategic OEM management, warranty and lifecycle services, customer satisfaction, and product marketing. The CRO must balance near-term revenue delivery with the continuous creation of future backlog.\n Operating Context\n Microvast operates in markets characterized by long qualification cycles, complex technical requirements, multi-year automotive programs, large capital commitments and significant warranty exposure. The CRO must prevent short-term sales activity from displacing early business development and must ensure that commercial commitments are executable by Engineering, Operations and Supply Chain.Key Responsibilities1. Revenue Strategy and Executive Leadership\n \n \n Develop and execute the global revenue strategy aligned with Microvast's corporate plan, product roadmap, manufacturing footprint, capacity and profitability objectives.\n Own consolidated revenue, bookings, backlog, pipeline, gross-margin and customer-retention performance.\n Set market priorities by geography, application, customer segment, product platform and strategic value.\n Advise the President, CEO and executive leadership team on commercial opportunities, market shifts, competitive risks and revenue outlook.\n \n 2. Backlog Creation and Revenue Balance\n \n \n Maintain three separately managed revenue horizons: strategic BD pipeline, qualified sales pipeline and contracted backlog.\n Protect Business Development as a dedicated future-backlog function so urgent quotations and negotiations do not stop long-range opportunity creation.\n Establish required pipeline and backlog coverage using Microvast's historical win rates, program delays and cancellation experience.\n Lead corrective action when future pipeline, bookings, backlog quality or backlog conversion falls below plan.\n \n 3. Global Business Development\n \n \n Direct the identification of new markets, applications, customers, partners and strategic programs 12 to 36 months or more ahead.\n Ensure BD builds senior customer access, develops opportunities before RFQ and produces a continuous flow of commercially qualified opportunities.\n Approve clear qualification and handoff standards between BD and Sales. A qualified pre-RFQ opportunity is the preferred handoff; an RFQ or formal pricing request is the mandatory handoff.\n Prevent BD resources from being routinely absorbed by active sales execution without CRO approval.\n \n 4. Global Sales and Commercial Closing\n \n \n Lead the conversion of qualified opportunities into profitable, bankable and executable contracts and purchase orders.\n Govern opportunity strategy, quotations, pricing, negotiations, contracting, capacity commitments, payment terms and sales forecasting.\n Require cross-functional validation of technical scope, quality requirements, delivery schedules, warranty exposure and manufacturing feasibility before binding commitments are made.\n Treat paid pilots, sample orders, prototype orders and trial orders requiring a formal quotation or purchase order as Sales-owned commercial opportunities, except where a named OEM opportunity owner is formally assigned.\n \n 5. Strategic OEM Management\n \n \n Designate named strategic automotive OEM accounts and establish a single accountable account owner for each.\n Oversee backlog conversion, customer releases, long-range forecasts, pricing changes, cost recovery, program profitability and executive relationships.\n Drive incremental bookings from new platforms, applications, geographic divisions, extensions and volume increases within existing OEM accounts.\n Escalate volume reductions, sourcing changes, launch delays, cancellations and other threats to backlog or profitability.\n \n 6. Global Services and Customer Satisfaction\n \n \n Own the global warranty-service and customer-satisfaction strategy, including response standards, escalation paths and service coverage.\n Ensure rapid containment, root-cause coordination and closure of field issues with Quality, Engineering, Operations and suppliers.\n Use field data and customer feedback to improve reliability, product design and manufacturing performance.\n Develop appropriate lifecycle-service revenue, including extended warranties, maintenance, training, monitoring and upgrades.\n \n 7. Product Marketing and Brand\n \n \n Direct product positioning, customer value propositions, market intelligence, competitive analysis and product-launch messaging.\n Ensure technical features are translated into credible customer benefits supported by validated evidence.\n Align product marketing, corporate branding, trade shows, sales enablement and thought leadership with revenue priorities.\n Create a structured feedback loop from customers and markets to Product Management, Engineering and R&D.\n \n 8. Commercial Governance and Risk\n \n \n Implement the operating rule of one Account Owner, one Opportunity Owner and one official forecast for every customer opportunity.\n Establish pricing authority, deal-review gates, contract-approval limits, CRM standards and handoff procedures.\n Prevent duplicate bookings, conflicting customer commitments and uncontrolled commercial, warranty, credit or capacity exposure.\n Partner with Finance and Legal on revenue quality, payment security, credit risk, receivables escalation, contract terms and revenue-recognition considerations.\n \n 9. Organization and Cross-Functional Execution\n \n \n Build, lead and develop a high-performing global revenue organization with clear roles, succession plans and performance standards.\n Coordinate with Product Management, Engineering, Program Management, Operations, Quality, Supply Chain, Finance and Legal.\n Resolve ownership conflicts between BD, Sales, OEM Management and Services promptly and document the decision in CRM.\n Promote a customer-focused culture grounded in integrity, execution discipline, fact-based forecasting and long-term value creation.\n \n Decision Rights and Commercial Ownership\n Revenue stage\n Primary owner\n CRO governance\n New-market access and early opportunity development\n VP Global Business Development\n Protect future-backlog creation and approve handoff criteria.\n Qualified opportunity, RFQ, formal quotation and closing\n VP Global Sales\n Approve material pricing, risk and capacity commitments.\n Named strategic OEM account and multi-year backlog\n VP OEM Management\n Confirm account ownership and resolve cross-functional conflicts.\n Warranty execution and paid lifecycle services\n VP Global Services\n Set customer-satisfaction and cost standards.\n Positioning, market intelligence and sales enablement\n Director Product Marketing\n Align messaging and investment with revenue priorities.Required QualificationsEducation\n \n \n Bachelor's degree in engineering, business, finance, marketing or a related discipline required; MBA or other relevant advanced degree preferred.\n \n Experience\n \n \n Fifteen or more years of progressive global commercial leadership experience, including substantial responsibility for revenue, business development, sales or strategic accounts.\n At least five years in a senior executive or enterprise commercial leadership role with responsibility across multiple regions or business lines.\n Demonstrated success creating pipeline, winning large multi-year programs and converting backlog into profitable revenue.\n Meaningful experience in batteries, automotive OEMs, energy storage, commercial vehicles, industrial technology or another technically complex manufacturing sector strongly preferred.\n Experience negotiating complex global contracts involving pricing, capacity, warranty, quality, localization, intellectual property, payment security and long-term supply commitments.\n \n Business and Technical Knowledge\n \n \n Strong understanding of long-cycle B2B and OEM selling, sourcing processes, RFQ management, product qualification and program launches.\n Working knowledge of manufacturing economics, gross margin, capacity utilization, cost recovery, commercial risk and cash conversion.\n Ability to understand battery-cell, module, pack and system value propositions sufficiently to lead credible customer discussions and commercial decisions.\n Experience with CRM, pipeline analytics, revenue forecasting, pricing governance and executive performance reporting.\n Understanding of public-company controls, disclosure discipline and cross-border commercial considerations is preferred.\n \n Leadership Competencies\n \n \n Balances urgent near-term execution with disciplined investment in long-term pipeline and backlog.\n Builds alignment across commercial, technical, operational and financial functions without creating conflicting customer messages.\n Makes fact-based decisions, challenges optimistic forecasts and escalates risk early.\n Combines strategic thinking, customer credibility, negotiation strength and hands-on operating discipline.\n Demonstrates integrity, accountability, cultural awareness and the ability to lead international teams.\n Able and willing to travel globally as business needs require.\n \n Key Performance Indicators\n Annual targets should be approved through Microvast's operating plan and adjusted for product mix, market conditions, available capacity and historical conversion rates. Corporate bookings and revenue must be counted once; incentive credit may be shared by origination, closing and account-expansion roles.\n KPI category\n Core measures\n Desired direction\n Revenue and profitability\n Revenue versus plan; gross margin; product and customer mix; revenue quality\n Meet or exceed plan without accepting unmanageable risk\n Bookings and backlog\n New bookings; book-to-bill; contracted backlog; backlog coverage; backlog retention\n Sufficient, diversified and executable backlog\n Backlog conversion\n Backlog converted to revenue; schedule adherence; program delays and cancellations\n Higher conversion and earlier risk visibility\n Future pipeline\n Strategic BD pipeline; qualified pipeline coverage; new accounts, markets and applications\n Continuous replenishment 12-36+ months ahead\n Commercial effectiveness\n Win rate; sales-cycle time; opportunity aging; forecast accuracy; pricing discipline\n Faster, more predictable and more profitable conversion\n Strategic OEM growth\n Incremental platform awards; account retention; account profitability; forecast and release accuracy\n Expand share while protecting contractual value\n Customer and service\n Customer satisfaction; retention; response and resolution time; repeat failures; warranty cost\n Higher satisfaction and lower lifecycle cost\n Cash and contract quality\n Payment terms; overdue-receivable escalation; credit security; commercial exceptions\n Stronger cash conversion and lower risk\n Organizational discipline\n CRM completeness; ownership clarity; talent retention; succession; operating-review effectiveness\n Transparent accountability and scalable executionRequired Management Cadence\n \n \n Weekly Sales Review: active quotations, negotiations, closing actions, pricing, commercial risk and near-term bookings.\n Monthly Business Development Review: new-market activity, customer access, strategic pipeline, opportunity maturation and future coverage gaps.\n Monthly OEM and Backlog Review: releases, program changes, backlog conversion, cancellations, account profitability and expansion opportunities.\n Monthly Revenue Forecast: consolidated revenue, bookings, backlog, margin, cash-risk and forecast-accuracy report to the President and executive leadership.\n Quarterly Revenue Strategy Review: three-year outlook, portfolio concentration, capacity alignment, customer health and corrective actions; Board participation as requested.\n \n Role Success Standard\n The CRO will be successful when Microvast has a transparent and continuously replenished opportunity pipeline, adequate high-quality backlog, predictable revenue conversion, disciplined commercial commitments, growing strategic accounts, satisfied customers and a global revenue team that operates with clear ownership rather than internal competition.Expected Compensation\n Annual salary + benefits\n \n Pay offered may vary depending on multiple individualized factors, including market location, job-related knowledge, skills, and experience. The total compensation package for this position may also include other elements dependent on the position offered. Details of participation in these benefit plans will be provided if an employee receives an offer of employment.\n Applicants for employment at Microvast must be a U.S. citizen or national, U.S. permanent resident (i.e. current Green Card holder), or lawfully admitted into the U.S. as a refugee or granted asylum.\n Microvast is an Equal Opportunity employer. All qualified applicants will receive consideration for employment without regard to any factor, including veteran status and disability status, protected by applicable federal, state or local laws. Microvast is also committed to working with and providing reasonable accommodations to individuals with disabilities. Please let your recruiter know if you need an accommodation at any point during the interview process.\n Privacy is a top priority for Microvast. 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