VP of Growth

Responsibilities

• 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.
• 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.
• Use share of the addressable carrier base as your headline growth measure, nationally and at the market and lane level.
• Treat markets as individual growth problems, not as a single national number. A marketplace does not need more carriers in general. It needs more carriers where brokers are short of capacity.

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

• 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.
• 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.