Manager of Partner Growth

Responsibilities

Cardless doesn’t just need to land brand partners — once a partner like Coinbase or Bilt signs on, someone has to make sure their card program actually works, keeps growing, and never feels like a black box on the other end

That requires someone who owns the relationship after the ink dries, spots problems before the partner has to raise them, and knows how to find the next dollar of growth inside an account that already trusts Cardless. This role is that person

As Manager of Partner Growth, you will own the full portfolio of live Cardless brand partners

You will be the primary point of contact for accounts like Coinbase and Bilt — responsible for the health of each relationship, the performance of their card program, and identifying where there’s room to expand it

You will also be the internal quarterback for your accounts: triaging issues across product, support, and operations so partners get fast, accurate answers instead of getting bounced between teams

This role reports to the Chief Business Officer of Cardless

This is a hands‑on, individual‑contributor role with a clear mandate: keep every partner in your portfolio healthy, catch and resolve issues before they become escalations, and grow the value of each account over time

You will be evaluated on portfolio retention, the speed and quality of issue resolution, and the growth you generate within existing accounts

Serve as the primary point of contact for every partner in your portfolio — from Qatar Airlines to Coinbase to Bilt to whoever comes next — building the kind of trust that outlasts any single ticket or QBR

Understand each partner’s business, not just their card program: their goals, their internal dynamics, and what “success” looks like from their seat, not just from ours

Build relationships with both the day‑to‑day operators and the executives at each partner, so you have the standing to raise hard truths and the credibility to be believed

Represent Cardless internally as the voice of the partner — making sure product, support, and leadership understand what each account actually needs, not just what they happen to ask for

Track the performance of every program in your portfolio — activation, spend, retention — and know which levers actually move those numbers for each partner

Identify and pitch expansion opportunities within existing accounts — new features, new segments, new use cases — before the partner has to ask for them

Bring a point of view to each partner on how their program compares to what’s possible, drawing on data and patterns from across the Cardless portfolio, not just their own account

Work with the product and business teams to make sure roadmap priorities reflect what will actually move the needle for partners who are already live, not just what’s easiest to build

Be the first call when something goes wrong — an outage, a compliance question, a partner complaint — and own getting it resolved, not just routed to someone else

Build the internal relationships and judgment to know who to pull in fast, whether that’s product, support, engineering, or compliance, and hold ownership of the issue until it’s actually closed

Distinguish signal from noise: know which issues are genuinely urgent to a partner’s business and which are day-to-day friction that doesn’t need to become a fire drill

Close the loop with partners honestly — what happened, what Cardless is doing about it, and what they can expect going forward

Run a regular cadence of business reviews with each partner, grounded in real performance data and a clear point of view on what’s next for their program

Maintain an honest, current view of account health across your portfolio — flagging risk early, before a partner has already started looking elsewhere

Maintain the systems — CRM, account plans, escalation logs — that make account management repeatable and scalable as the portfolio grows

Provide regular, honest reporting to leadership on portfolio health, growth opportunities, and the operational issues most worth fixing upstream

Benefits

Competitive salaries, equity, and a 401(k) plan

Top‑of‑the‑line healthcare (medical, vision, and dental), with 100% primary coverage and 75% dependent coverage for medical

Unlimited paid time off, with a minimum of 15 days off per year

Parental leave for birthing and non‑birthing parents

Team trips & offsites

For in‑office employees:

Catered lunch at the office every day, plus plenty of snacks & drinks

$250/month commuter assistance for public transit or our parking garage

For remote employees:

$500 remote setup stipend to help you do your best work

Qualifications

Financial Services Fluency: You understand how card programs work — the economics, the players, the contract structures, the regulatory context — well enough to have a credible commercial conversation with a partner’s finance or operations leadership, and to notice when a program’s numbers are quietly drifting off track

Communication and Presence: You are effective in a room with senior partner executives — as comfortable delivering hard news or defusing a tense escalation as you are running a polished quarterly business review. You can also write

Relationship Stewardship: You know how to keep a relationship deepening over years. You can be the same partner’s first call three years in, because you’ve earned it every week along the way

Operational Discipline: You run a clean portfolio. You know the health of every account, what’s at risk, and what the next step is for each one. Nothing falls through the cracks because you didn’t know it was there

A demonstrated track record of cultivating and growing major enterprise partnerships by adding major new milestones, new processes, and top‑line revenue

Payments expertise, with working knowledge of schemes, payments risk and fraud, and other payments basics

5-10 years in business development, partnerships, sales, or an account management role with meaningful exposure to financial services — ideally including time at a bank, card issuer, or payment network

Cross‑Functional Orchestration: You know how Cardless actually works internally — who owns what, who moves fast, who needs to be looped in early — and you use that knowledge to get a partner’s problem solved quickly instead of stuck in a queue

Judgment and Autonomy: You can prioritize your time across a portfolio of accounts with different needs, and make good calls about which squeaky wheel actually deserves grease — without needing to be managed at the activity level

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