Regional Chief Revenue Officer

Regional Chief Revenue Officer

Department: Corporate/Administrative

Employment Type: Full Time

Location: Remote- USA

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.

• 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.

• 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…