About Fluz

Fluz is a rewards-first payments company. We build the virtual card and gift card infrastructure that lets people and businesses earn on spending they were already doing — and we let other companies embed that same infrastructure into their own products through our API. We issue virtual cards, run wallets and virtual bank accounts, and move serious volume every month across consumer, corporate and enterprise programs.

We’re a small team that ships fast. We’ve just reorganized into three GM-led business lines and we’re hiring across all of them.

This role sits in Rewards Maximizers — our highest-velocity line. The customers here are numerate and deliberate. They run large, planned volume through our cards and gift card marketplace specifically to maximize what they earn back, often in merchant categories that most card programs aren’t built to handle at size, including licensed and regulated verticals.

The role

At Fluz, an account manager is called a Sidekick — and it isn’t a support title. You get a named book of customers, your name sits on their account, and you’re the person they call.

Accounts reach you already established. They’re verified, set up, and spending — they know how to use the product. What they haven’t done yet is commit. At that stage a customer is running a slice of what they buy through us and the rest of it somewhere else.

Your job is to close that gap: to take an account from using Fluz as one option among several to using it as the default. That’s not incremental account management — it means working out what a customer is still buying elsewhere and why, then building the case, the rates and the limits that move it.

It’s also more technical than “account manager” usually implies. These customers are financially sophisticated — many run six figures a month through us — and they notice everything. When something looks wrong they call you rather than support, usually with a theory of their own already formed, so you’ll need to know the product well enough to answer on the spot. They’ll push on rates, limits and access constantly too, and part of the job is knowing when the answer has to be no and holding that line without losing the account.

You’re also how new things reach the market. We ship constantly — new card products, new rewards mechanics, new merchants and rates, features that go to our best customers first — and none of it matters until customers actually use it. When something launches, you’re expected to know it is cold, work out which accounts in your book it’s right for, and go sell it in. Not announce it. Sell it.

The best people in this seat are commercial operators who also know the product inside out. Neither half is optional: relationship skills without technical depth get found out fast here, and technical depth without commercial instinct just produces a very well-informed order taker.

What you own

• Own a named book of established accounts as their primary point of contact
• Grow each account deliberately — know what they’re still buying elsewhere, and what it would take to move it
• Own adoption of everything we launch into your book: learn it before it ships, pick the accounts it fits, and sell it in one by one
• Bring back what you learn — what landed, what didn’t, and what your customers keep asking for that we don’t have yet
• Read your book’s daily performance report every morning. Know which accounts are up, which are down, and why, before anyone asks you
• Work decline signals early: slowing spend, spend shifting to competitors, accounts going quiet. Catching an account on the way down is worth more than winning it back later
• Negotiate, configure and maintain custom rate agreements, including deferred rates, and file the monthly reconciliations and payouts that go with them
• Handle limit, product and access requests end to end — verify against the account’s actual activity and route with a documented recommendation, never just a forward
• Apply protective controls where an account or merchant is unprofitable or carries elevated risk
• Manage your book through account structure and program migrations, and make sure funds and instructions land correctly
• Be your customers’ point of contact for risk and compliance matters — periodic reviews, information requests, attestations — so that outreach comes through someone they already know rather than cold
• Troubleshoot for your customers: work the transaction data yourself, and escalate with the diagnosis already attached
• Document every rate, exception and commitment. If it isn’t in the notes, it didn’t happen
• Run quarterly reviews with your top accounts

What we’re looking for

• 3+ years in account management carrying a revenue number, not a ticket queue
• Deep working knowledge of credit card rewards, gift cards, and how sophisticated customers think about them
• Detail-level command of the product — you troubleshoot for customers rather than handing them to support
• Strong data fluency. You build and maintain your own view of your book in spreadsheets and BI tools
• The instinct to go find growth rather than wait for the customer to ask. A lot of this book grows by selling people something they didn’t know existed
• The judgment and the spine to tell a very large customer no, and keep the relationship
• Genuinely good written record-keeping. This matters more here than it sounds

Bonus points

• You’ve managed high-volume, high-touch accounts in payments, gift cards or corporate purchasing
• You’ve had to balance a commercial number against a hard risk or compliance constraint, and can describe how you did it
• You’re personally active in the points and miles world

How you’ll be measured

The primary number is how far you move accounts up our rewards status program, and how much of your book reaches the top tier by year end.

Around it — month-over-month and year-over-year spend growth on your book, net revenue after rate cost, retention, and how quickly your accounts pick up what we launch. And no surprises reaching our compliance team from your accounts.

Why this role

Small team, real ownership, immediate feedback. Your book is visible to everyone including the founders, which cuts both ways — but if you grow it, nobody has to be told.