Regional Chief Revenue Officer

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.