Regional Chief Revenue Officer

Regional Chief Revenue Officer

Department: Corporate/Administrative

Employment Type: Full Time

Location: Remote- USA

Description

Position Summary

The Regional Chief Revenue Officer (CRO) holds accountability for aggregate portfolio growth outcomes across five operating-company brands and owns the regional growth agenda and commercial operating system. Operating-company presidents retain direct accountability for firm‑level bookings, net revenue, client relationships, and execution of their local go‑to‑market actions. The CRO ensures adherence to Trilon's commercial standards for CRM, dashboards, data, and reporting; establishes clear market and client priorities, a consistent business‑development cadence, rigorous pursuit governance, actionable key‑account plans with named owners and near‑term commitments, and stronger selling capability in every logo.

This is a federated, leadership-through-influence role. Most client‑development, marketing, and delivery resources remain within the operating companies and may not report directly to the CRO. Each operating company may retain a distinct go‑to‑market strategy, voice, and relationship model, provided its priorities and actions are grounded in regional priorities and Trilon's broader go‑to‑market philosophy. The CRO creates alignment and accountability, mobilizes cross‑firm capabilities, and coaches local leaders and seller‑doers to win the right work-without imposing a one‑size‑fits‑all market strategy or displacing local ownership of the client.

What Success Looks Like

• One trusted regional view of clients, opportunities, pursuits, forecast, and growth risks, supported by strong CRM adoption and data quality.
• Five differentiated go‑to‑market action agendas that roll up to one coherent regional growth strategy, each translated into named priorities, owners, near‑term actions, due dates, and measurable outcomes.
• A disciplined business‑development rhythm that improves focus, follow‑through, forecast confidence, and win rates.
• Named key accounts with executive sponsors, quantified growth goals, relationship maps, whitespace opportunities, rolling 90-day actions, named owners, and quarterly performance reviews.
• Stronger seller‑doers in every logo, with a visible bench of seller‑distributors who open doors, mobilize the right capabilities, and create opportunities for others to deliver.
• A fit‑for‑purpose commercial talent model in each logo, including dedicated lead‑generation, business‑development, capture, or sales capacity where the seller‑doer model alone is insufficient.
• Visible cross‑brand collaboration that expands services within existing clients, brings the best regional capabilities to priority pursuits, and provides a scalable commercial‑integration path for acquired firms.

Core Responsibilities

1. Regional growth strategy and portfolio alignment

• Translate enterprise growth priorities into a three‑year regional commercial strategy and an annual execution agenda, with clear choices by market, geography, service line, client segment, and operating company—then convert those choices into quarterly actions, owners, deadlines, and measurable outcomes.
• Partner with each operating‑company president to develop an evidence‑based go‑to‑market action plan that preserves local differentiation while aligning with regional priorities and Trilon's growth philosophy, with a small number of explicit priorities, named owners, 90-day actions, and measurable outcomes.
• Partner with operating‑company presidents to establish targets for bookings, backlog, net revenue, pipeline, cross‑brand growth, and strategic client expansion. Logo leadership retains direct accountability for firm‑level results; the CRO holds accountability for aggregate portfolio outcomes and leads through visibility, challenge, coaching, intervention, and portfolio‑level coordination.
• Identify regional whitespace, emerging demand, and adjacent services; build practical market‑entry action plans with accountable owners, near‑term milestones, measurable tests, and investment cases.
• Keep every regional, logo, market, account, pursuit, and capability plan lightweight and execution‑focused: no plan is complete without prioritized actions, named owners, due dates, measurable outcomes, and a defined review cadence.

2. Trilon commercial standards, CRM, and dashboard governance

• Ensure every operating company adheres to Trilon's enterprise commercial standards, including use of the designated CRM, common client and opportunity taxonomy, stage definitions, required fields, opportunity ownership, probability rules, next‑step discipline, data stewardship, and reporting cadence.
• Maintain the Trilon‑designated CRM as the authoritative source for client, contact, opportunity, pursuit, and forecast information, integrated with Trilon's project and financial systems as appropriate.
• Deploy and maintain Trilon‑standard, role‑based dashboards for operating‑company presidents, market leaders, business developers, seller‑doers, and the regional leadership team. Local views may be added when useful, provided they preserve common definitions, data integrity, and portfolio comparability.
• Measure and enforce adherence to Trilon's CRM and dashboard standards through training, workflow design, adoption metrics, data‑quality inspection, coaching, and clear consequences—not administrative reporting for its own sake.
• Partner with technology, finance, and operations to ensure pipeline signals inform backlog, hiring, capacity, and resource decisions.

3. Business‑development rhythm and pursuit discipline

• Lead a consistent operating cadence: weekly priority‑pursuit and pipeline reviews within operating companies; monthly regional growth reviews; quarterly key‑account reviews; and annual market priority‑setting translated into quarterly actions.
• Define and enforce fit‑for‑purpose qualification and go/no‑go standards so pursuit resources are concentrated on strategically aligned, winnable, and economically attractive work.
• Improve opportunity strategy, competitive intelligence, capture action plans, teaming, client engagement, and executive sponsorship for major pursuits, with named actions, owners, and deadlines.
• Clarify handoffs among marketing, business development, seller‑doers, proposal teams, operations, and project delivery; ensure lessons learned are captured and reused.
• Intervene directly on a limited number of region‑defining pursuits and client situations where executive access, cross‑firm coordination, or commercial judgment materially changes the outcome.

4. Key‑account growth

• Create a regional key‑account framework and select the accounts that warrant coordinated investment based on strategic fit, revenue potential, relationship strength, cross‑service whitespace, and risk.
• Require a named account leader and executive sponsor for every key account, with a current relationship map, client priorities, competitive position, opportunity portfolio, revenue goal, and 90-day actions.
• Run quarterly account reviews that measure completion of committed actions, relationship coverage, opportunity conversion, revenue quality, client concentration risk, and expansion across brands and service lines.
• Resolve account ownership and channel conflicts transparently, protecting the client experience and rewarding cross‑firm origination and collaboration.
• Build feedback loops from client listening, win/loss reviews, and project delivery into account and pursuit strategy.

5. Seller capability and commercial organization

• Assess the commercial maturity, market coverage, relationship concentration, seller capacity, and talent needs of each operating company; convert the findings into a practical 90/180-day capability roadmap for each logo with named actions, owners, timing, and measures of progress.
• Coach operating‑company presidents, market and practice leaders, account leaders, and technical seller‑doers through live account action planning, client strategy, opportunity qualification, capture action planning, pursuit reviews, and field‑based practice.
• Establish a practical seller‑doer curriculum focused on client discovery, relationship development, account action planning, opportunity qualification, capture strategy, cross‑selling, and disciplined follow‑through.
• Identify and develop high‑potential seller‑doers into seller‑distributors—leaders who originate opportunities, understand client needs, route work to the best‑qualified team or logo, mobilize other professionals, and create opportunities for others to deliver.
• Define role expectations, specific development actions, coaching, succession, and measures of effectiveness for seller‑doers, seller‑distributors, account leaders, dedicated business developers, and other growth roles.
• Determine where the seller‑doer model is sufficient and where a logo requires dedicated lead‑generation, business‑development, capture, strategic‑account, marketing, or sales capacity. Build the business case and role design, participate in selection and hiring decisions alongside partner‑firm leadership, and support onboarding.
• Create a regional commercial community of practice so strong sellers across the five logos share methods, market intelligence, relationships, lessons learned, and opportunities.

6. Portfolio leadership, collaboration, and integration

• Lead through influence across the five operating companies, directly lead and develop regional business‑development and growth resources, and clarify roles, decision rights, expectations, and talent priorities.
• Create a culture of shared credit, transparent pipeline information, client‑first collaboration, and disciplined follow‑through.
• Partner with marketing to align market intelligence, thought leadership, events, campaigns, proposals, and brand investments with priority clients and markets.
• Support onboarding and integration of acquired firms through a repeatable commercial playbook covering CRM, pipeline, account ownership, key relationships, market positioning, and cross‑firm introductions.

Skills, Knowledge and Expertise

Required experience

• Senior commercial leadership experience in architecture, engineering, environmental, infrastructure, construction, or another relationship‑led, project‑based professional‑services business.
• Demonstrated accountability for meaningful organic growth across multiple offices, business units, brands, or acquired companies in a decentralized environment.
• Strong command of the A&E business‑development lifecycle: market strategy, client development, capture, qualification, proposals, contracting interfaces, and delivery handoff.
• Proven ability to design and embed CRM discipline, pipeline governance, forecast processes, dashboards, and executive operating rhythms with high user adoption.
• Track record building and executing strategic/key‑account programs that expand existing relationships and coordinate multiple capabilities around client needs.
• Demonstrated ability to coach technical seller‑doers, develop senior sellers who distribute opportunities across a broader team, and create measurable changes in commercial behavior.
• Experience assessing and designing commercial organizations, including decisions about seller‑doer coverage, dedicated lead generation, business development, capture, marketing, strategic‑account, and sales roles.
• Demonstrated leadership through influence: experience leading dedicated BD professionals and mobilizing technical seller‑doers, operating leaders, marketing, and delivery teams without relying solely on direct authority.
• Experience in a sponsor‑backed, acquisitive, or rapidly integrating business strongly preferred; successful post‑acquisition commercial integration is especially relevant.
• Bachelor's degree required; advanced business or technical degree and relevant professional credentials preferred.

Leadership attributes

• Enterprise‑minded, locally respectful: creates scale and consistency while protecting the relationships and identities that generate trust.
• Commercially rigorous: converts strategy into priorities, owners, metrics, decisions, and follow‑through.
• Client‑centered: understands that durable growth in A&E begins with client outcomes, credibility, and long‑cycle relationships.
• Influential operator: leads through influence, aligns strong local leaders, resolves ambiguity, and changes behavior through clarity, coaching, and evidence.
• Collaborative and low‑ego: shares credit, brokers resources, and makes the portfolio more valuable than the sum of its parts.
• Comfortable with pace and change: thrives in a PE‑backed environment with acquisitions, evolving structures, ambitious goals, and high accountability.
• Data‑informed, not data‑bound: uses CRM and financial signals to improve decisions while staying close to clients and markets.
• People‑first: develops others, communicates directly, and models integrity, collaboration, inclusion, and safety.

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