Commercial Manager, of Mine Solutions

Do you want to make a difference in the world and contribute to a sustainable future?

We believe we can develop the technology and gain the know-how to make a difference. It's a big responsibility, and we are committed to making an impactful positive change. We need your skills, curiosity, and drive for change to fulfil our goal. Together, we enable our customers to produce the materials and technology needed for a better future.

• Outcome-based models:
  Build and price lifecycle agreements cost-per-tonne, take-or-pay, performance bonus and penalty structures, availability and throughput commitments.
• Indexing & term:
  Set multi-year index mechanics and term structures that protect FLS margin without. Define what good looks like before we commit externally.
• Consignment & ownership:
  Structure equipment ownership, consignment parts, and inventory models that the customer and FLS can both stand behind.
• Go/no-go discipline:
  Apply a clear deal evaluation framework. To advise whether we walk away from deals we cannot deliver or cannot price with confidence.

• Commercial offers:
  Lead the build of commercial proposals and pricing. Make sure pricing transparency, KPI definitions, and wear thresholds are defined and defensible, not left open.
• Negotiation:
  Run commercial negotiation with the customer, holding the line on the points that carry real risk and conceding where it does not.
• Contract integrity:
  Work with legal to close performance language gaps, per-KPI cap contradictions, and definition risk before signature, not after a dispute.
• One FLS:
  Make sure product, service, supply chain, digital, and execution are aligned on the commitment before it goes to the customer.

• Operational truth:
  Logically test every commercial model against operational reality. A model that ignores site conditions is a future loss.
• Handover:
  Hand agreements to the delivery teams with the commercial logic, obligations, and risk points named clearly. Nothing implied.
• Performance tracking:
  Define how each agreement's performance should be measured and reported, so bonus / penalty mechanics for example are based on agreed data, not argument.

• Support and maintain a structured commercial pipeline from opportunity through to signed agreement, with clear ownership at each stage for the sales regions you are working with
• Report deal status, margin, and commercial risk to leadership with the call a action and owner named, not just an observation.
• Maintain commercial templates and pricing tools so the team works from a consistent, disciplined base.

• Commercial tooling:
  Support the development and ongoing improvement of the commercial tools the team relies on pricing models, offer templates, deal evaluation and go / no-go frameworks. Keep them practical and used, not shelfware.
• Estimating tools:
  Support the build and maintenance of estimating tools and cost models, Maintenance reference documents so estimators price lifecycle scope from a consistent, defensible base and the assumptions behind a number are clear.
• Commercial & legal guidelines:
  Work with legal to develop and maintain commercial and legal guidelines for long-term agreements: term and indexation mechanics, KPI and wear-threshold definitions, liability and cap structures, bonus / penalty language. Give the team a clear standard to work from before negotiation, not after a dispute.
• Equipment-specific packages:
  Develop repeatable, equipment-specific commercial packages for the core FLS product lines, so a lifecycle offer for a given asset starts from a proven template rather than a blank page.
• Version control &…