EMEA Power Commercial Director

h3Who are we? /h3 pAt Vertiv, we’re on a mission to empower the people that will power the future. From a simple swipe to life-changing medicines, from push notifications to generative AI. We design, manufacture, and service the products and solutions that keep the world connected. /p pWe are currently seeking an bEMEA Power Commercial Director /b to join our dynamic team in bBologna, Burnfoot, Campsie, London /b /p pThe Commercial Director, EMEA Power is the strategic commercial lead for the Power Business Unit, operating within a parallel matrix organization. The role is directly accountable for Power BU's order, sales and gross-margin targets, delivering them by working through and aligning with the central, cross-business-unit Sales organization rather than owning a dedicated field sales force. /p pThe role carries an EMEA-wide remit across a Power portfolio of approximately $1 billion, with a mandate to double the business within three years. As the portfolio scales toward a 30–40% growth trajectory, the Commercial Director ensures commercial strategy, pricing discipline and demand accuracy keep pace with that ambition — turning strategic deals into profitable, well-forecast revenue. /p pThis is an influence-led role at its core. Success depends on orchestrating a shared sales effort across the matrix — setting commercial direction, owning pricing on complex deals, and bringing both strong technical judgement and Power commercial expertise to a generalist sales organization that cannot hold deep knowledge of every business unit on its own. /p h3What kind of work will you be doing? /h3 h3Sales Revenue Ownership /h3 ul liDrive and achieve the Power Business Unit's overall order, sales and gross-margin targets across the full power product portfolio. /li liTranslate the BU's growth mandate into a coherent commercial strategy across customer segments, executed through the central Sales organization. /li liOrchestrate the shared sales effort across the matrix — setting direction on priority deals and mobilising the right technical and product resources behind them. /li /ul h3Pricing Strategy Governance /h3 ul liOwn the commercial level on strategic deals — the discount level, the price the BU goes to market with, and approval of pricing requests coming from the sales network — acting as the commercial decision-maker where Product Management's single-product quoting authority ends. /li liProvide inputs on discounting guidelines, margin thresholds and deal‑escalation paths that optimise price gains and overall profitability. /li liBring a strong technical-commercial judgement to deal review: rather than being the first stop for every opportunity, review deals once Sales and Technical Sales have shaped the initial technical solution — taking an overview of the whole and confirming the price level, requesting an improvement, or, where factory utilisation allows, guiding a more aggressive position to win the deal. /li liBalance competitiveness with margin protection, ensuring pricing decisions on strategic deals are consistent, disciplined and defensible. /li /ul h3SIOP Demand Integration /h3 ul liActively participate in the Sales, Inventory Operations Planning (SIOP) process, translating strategic deal insight into accurate demand forecasts. /li liAlign customer demand with factory capacity, flagging where major deals will stress lead times or supply. /li liDrive remediation of inaccurate CRM signals and provide closed-loop feedback to the Sales team to raise the quality and reliability of forecasting over time. /li /ul h3Win-Loss Analysis Commercial Intelligence /h3 ul liLead structured win-loss reviews on strategic deals, turning outcomes into sharper commercial strategy, market positioning and pricing structures. /li liFeed win-loss insight back to Product Management and the Sales organization so that pricing, packaging and value positioning continuously improve. /li /ul h3Commercial Enablement of the Sales Matrix /h3 ul liEngage the central Sales organization at a strategic level — informing sales training, key-account growth plans and commercial strategy — while recognising that Technical Sales, Presales Application Engineering and Product Management each carry their own responsibilities in the deal flow. /li liBring Power commercial and technical judgement to bear where it raises the quality of strategic decisions, rather than inserting into every opportunity. /li liAct as the connective commercial layer that keeps a generalist, multi-BU sales force effective on Power‑specific strategic deals. /li /ul h3Commercial Risk Deal Governance /h3 ul liIdentify potential commercial, contractual and financial risks in strategic deal negotiations early. /li liEngage Commercial Finance to review non-standard terms, liability and warranty conditions before commitments are made. /li liCoordinate with the Bid Management function in Commercial Operations, which owns commercial‑terms quality — payment terms and liquidate