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.

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.

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.