VP of Growth

Responsibilities

• The full carrier lifecycle
• - Own acquisition, onboarding, activation and first value, engagement, retention, expansion, and reactivation of lapsed carriers.
• - Instrument every stage, assign an owner to each, and give each a conversion target and a named intervention set.
• - Treat the product and the lifecycle system as the sales motion, because in this market the customer will not take a call.
• - Prioritize funnels and cohorts above marketing campaigns, and change the pricing or fix activation before you grow headcount.
• - Kill a program you built when the payback math does not hold.
• - Keep penetration and retention as your scoreboard, and substantially rebuild a business that is performing today so that it can triple.
• The carrier subscription P&L
• - Own revenue, growth, retention, and contribution margin for the base carrier subscription package.
• - Own pricing and packaging, the acquisition and promotional budget, and the return that budget delivers.

Requirements

• Leadership experience: 10+ years of progressive leadership experience in growth, marketplace operations, or commercial segments.
• Leading leaders: 5+ years leading Manager or Director levels, with a track record of building and developing senior talent.
• Supply-side growth: Direct ownership of supply-side growth or a comparable customer-side growth mandate at a marketplace, platform, or high-volume subscription business. You should be able to describe a funnel you owned, the stages you moved, and by how much.
• P&L ownership: P&L or revenue ownership at a meaningful scale, with a growth story you can substantiate under scrutiny.
• Self-serve lifecycle mechanics: Fluency in acquisition and lifecycle mechanics for a self-serve, low-ACV, high-volume customer base: funnel conversion, onboarding, activation, cohort retention, reactivation, and paywall or trial economics.
• Spend as a portfolio: Demonstrated management of growth or incentive spend as a portfolio, with incrementality testing and a record of reallocating or killing spend on evidence.
• AI in daily work: Consistent practice of using AI in daily work to deliver commercial impact, and readiness to leverage agentic resources.

Preferred

• Strong Plus
• Product change from a growth seat: A record of driving product change from a growth seat, working through Product and Engineering rather than around them.
• Public-company parent: Comfort operating inside a disciplined public-company parent, with the planning cadence and capital scrutiny that implies.
• Paying-supply marketplaces: Supply-side growth experience at a marketplace where the supply side pays, such as local services, seller or merchant platforms, or vertical SaaS for small operators. This is the closest analog to our model and the rarest background in the market.
• Hands-on analytical capability: Write the query, build the cohort model, and challenge an analyst's work.
• Marketplace liquidity: Experience balancing supply growth against quality and cost.
• Financial products: Consumer fintech, embedded financial services, or small-business financial products.
• Mobile-first products: Mobile-first product experience with a customer base that lives on a phone.
• Freight background: Freight, logistics, or transportation background.
• Penetration gains: A documented case of moving a business from low single-digit market penetration to materially higher share.