Chief Revenue Officer

Position Purpose

The Chief Revenue Officer is the executive leader accountable for Microvast's global revenue system and the complete customer lifecycle: market development, opportunity creation, sales conversion, backlog quality and conversion, strategic OEM management, warranty and lifecycle services, customer satisfaction, and product marketing. The CRO must balance near‑term revenue delivery with the continuous creation of future backlog.

Operating Context

Microvast operates in markets characterized by long qualification cycles, complex technical requirements, multi‑year automotive programs, large capital commitments and significant warranty exposure. The CRO must prevent short‑term sales activity from displacing early business development and must ensure that commercial commitments are executable by Engineering, Operations and Supply Chain.

Key Responsibilities

• Revenue Strategy and Executive Leadership – Develop and execute the global revenue strategy aligned with Microvast's corporate plan, product roadmap, manufacturing footprint, capacity and profitability objectives. Own consolidated revenue, bookings, backlog, pipeline, gross‑margin and customer‑retention performance. Set market priorities by geography, application, customer segment, product platform and strategic value. Advise the President, CEO and executive leadership team on commercial opportunities, market shifts, competitive risks and revenue outlook.
• Backlog Creation and Revenue Balance – Maintain three separately managed revenue horizons: strategic BD pipeline, qualified sales pipeline and contracted backlog. Protect Business Development as a dedicated future‑backlog function so urgent quotations and negotiations do not stop long‑range opportunity creation. Establish required pipeline and backlog coverage using Microvast's historical win rates, program delays and cancellation experience. Lead corrective action when future pipeline, bookings, backlog quality or backlog conversion falls below plan.
• Global Business Development – Direct the identification of new markets, applications, customers, partners and strategic programs 12 to 36 months or more ahead. Ensure BD builds senior customer access, develops opportunities before RFQ and produces a continuous flow of commercially qualified opportunities. Approve clear qualification and handoff standards between BD and Sales. A qualified pre‑RFQ opportunity is the preferred handoff; an RFQ or formal pricing request is the mandatory handoff. Prevent BD resources from being routinely absorbed by active sales execution without CRO approval.
• Global Sales and Commercial Closing – Lead the conversion of qualified opportunities into profitable, bankable and executable contracts and purchase orders. Govern opportunity strategy, quotations, pricing, negotiations, contracting, capacity commitments, payment terms and sales forecasting. Require cross‑functional validation of technical scope, quality requirements, delivery schedules, warranty exposure and manufacturing feasibility before binding commitments are made. Treat paid pilots, sample orders, prototype orders and trial orders requiring a formal quotation or purchase order as Sales‑owned commercial opportunities, except where a named OEM opportunity owner is formally assigned.
• Strategic OEM Management – Designate named strategic automotive OEM accounts and establish a single accountable account owner for each. Oversee backlog conversion, customer releases, long‑range forecasts, pricing changes, cost recovery, program profitability and executive relationships. Drive incremental bookings from new platforms, applications, geographic divisions, extensions and volume increases within existing OEM accounts. Escalate volume reductions, sourcing changes, launch delays, cancellations and other threats to backlog or profitability.
• Global Services and Customer Satisfaction – Own the global warranty‑service and customer‑satisfaction strategy, including response standards, escalation paths and service coverage. Ensure rapid containment, root‑cause coordination and closure of field issues with Quality, Engineering, Operations and suppliers. Use field data and customer feedback to improve reliability, product design and manufacturing performance. Develop appropriate lifecycle‑service revenue, including extended warranties, maintenance, training, monitoring and upgrades.
• Product Marketing and Brand – Direct product positioning, customer value propositions, market intelligence, competitive analysis and product‑launch messaging. Ensure technical features are translated into credible customer benefits supported by validated evidence. Align product marketing, corporate branding, trade shows, sales enablement and thought leadership with revenue priorities. Create a structured feedback loop from customers and markets to Product Management, Engineering and R&D.
• Commercial Governance and Risk – Implement the operating rule of one Account Owner, one Opportunity Owner and one official forecast for every customer opportunity. Establish pricing authority, deal‑review gates, contract‑approval limits, CRM standards and handoff procedures. Prevent duplicate bookings, conflicting customer commitments and uncontrolled commercial, warranty, credit or capacity exposure. Partner with Finance and Legal on revenue quality, payment security, credit risk, receivables escalation, contract terms and revenue‑recognition considerations.
• Organization and Cross‑Functional Execution – Build, lead and develop a high‑performing global revenue organization with clear roles, succession plans and performance standards. Coordinate with Product Management, Engineering, Program Management, Operations,