ContactPoint360 is looking for a Chief Revenue Officer.
Not a caretaker.
Not an administrator.
Not someone to preside over a sales organization and explain why the number was missed.
We are looking for someone who can build.
The mandate is clear:
$15 million in new-logo billable revenue every year.
Not ACV.
Not TCV.
Not pipeline.
Not bookings that may become revenue three years from now.
Actual revenue.
Actually billed.
From companies that were not clients before we won them.
That is the standard.
The Assignment
You will lead a focused team of approximately four enterprise salespeople.
Your job is to turn that team into a new-logo growth machine.
Four people.
One leader.
One number.
$15 million.
You will own the entire system required to produce it:
Markets.
Accounts.
People.
Pipeline.
Executive access.
Deal strategy.
Solutions.
Pricing.
Negotiation.
Closing.
Launch.
Revenue.
You will not own existing-account farming.
You will not be rewarded for protecting inherited revenue.
You will not spend your time celebrating renewals that would have happened without you.
Your job is to create revenue that did not exist before you arrived.
We Care About What Is Real
Sales organizations have developed an extraordinary ability to manufacture the appearance of progress.
More pipeline.
More meetings.
More conferences.
More proposals.
More CRM activity.
More slides explaining why the deal slipped.
None of those things are revenue.
We care about the things that eventually become undeniable:
A new client signs.
The program launches.
The client gets billed.
ContactPoint360 gets paid.
Everything before that matters only because it leads to that outcome.
This Is a Player-Coach Role
If you believe the job of a CRO is to sit above the sales team and inspect dashboards, this is not the role.
You will be in the arena.
When the team needs executive access, help create it.
When a deal is stuck, get involved.
When pricing needs to be challenged, challenge it.
When a client needs conviction from leadership, show up.
When the solution is not strong enough, make it stronger.
When a salesperson is struggling, coach them.
When the wrong person is in the seat, make the decision.
Leadership here means accountability without distance.
The Revenue Target
The annual target is:
$15,000,000 in NEW-LOGO BILLABLE REVENUE
The definition matters.
If we sign a five-year contract worth $50 million and only $3 million is billed during the year, the scoreboard shows:
$3 million.
If an existing client expands by $10 million, that may be excellent for the company.
But it does not count toward this number.
The CRO owns new companies entering ContactPoint360 and generating billable revenue.
That distinction is intentional.
We want the organization obsessed not merely with signing deals, but with:
When does it launch?
How quickly does it ramp?
How much revenue will actually be billed this year?
Revenue delayed is revenue that cannot help us hit the number.
Your Team
You will manage approximately four enterprise hunters.
We expect a very high standard.
Every seller should know:
Which accounts matter.
Who the decision makers are.
What problem we are solving.
What the next step is.
What could kill the deal.
When the deal will close.
When the program will launch.
How much revenue it will bill this year.
A sales leader should be able to look at the pipeline and know which opportunities are real.
Not because the CRM says so.
Because they understand the customer, the politics, the economics and the probability of execution.
New Logos Only
This role exists to create new relationships.
We want someone who knows how to enter a company where ContactPoint360 has:
No contract.
No incumbent position.
No guaranteed meeting.
No inherited relationship.
And change that.
You should know how to earn access to senior executives.
You should know how to create relevance before an RFP exists.
You should know how to turn a first conversation into a strategic opportunity.
And you should know how to turn that opportunity into revenue.
Who You Will Sell To
You should be comfortable operating with:
CEOs
COOs
CIOs
Chief Customer Officers
Chief Digital Officers
Chief Experience Officers
Transformation Leaders
Shared Services Leaders
Procurement Executives
You should understand that complex enterprise sales are rarely won by convincing one person.
They are won by understanding the system around the decision.
The incentives.
The politics.
The economics.
The risk.
The urgency.
And the people who can say yes or no.
Who We Want
We want someone who has already done this.
Someone who has built new-logo revenue.
Someone who has led hunters.
Someone who has personally participated in closing large enterprise deals.
Someone who knows how to distinguish a real salesperson from someone who merely looks good in a sales meeting.
Someone who understands that the best hunters create opportunity rather than wait for it.
We are particularly interested in leaders with backgrounds in:
BPO
CX
Digital Operations
Managed Services
Technology Services
AI & Automation
Application Services
Cloud
Enterprise Transformation
The Questions We Will Ask
- What new logos did you personally win?
- How much new billable revenue did those clients generate?
- What was the hardest enterprise deal you closed?
- How did you create the opportunity?
- What part did you personally play?
- What was your target?
- What did you actually deliver?
- Which senior executives will take your call today?
- How do you know when a pipeline is inflated?
- How do you turn a signature into revenue quickly?
We are not interested in stories where every success belonged to “the team” and every failure belonged to somebody else.
We are hiring the person who owns the outcome.
Build the Machine
This role is bigger than closing four or five deals.
We want a repeatable system.
A system that identifies the right markets.
Targets the right companies.
Reaches the right executives.
Creates enough qualified opportunities.
Moves deals with urgency.
Forecasts honestly.
Closes consistently.
And launches quickly.
The CRO should eventually make new-logo growth feel less like an event and more like a capability.
What We Do Not Want
- We do not want a professional meeting attendee.
- We do not want someone who spends the year building pipeline and asks us to judge them next year.
- We do not want someone who inherited a billion-dollar account and believes that makes them a hunter.
- We do not want someone whose strategy depends primarily on conferences, RFPs or inbound leads.
- We do not want layers of management.
- We do not need bureaucracy.
- And we do not need someone who can explain failure eloquently.
- We need someone who can produce.
