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 a General Manager for each.

This role runs Corporate Card — Fluz Business. It’s a spend management platform that pays for itself. Businesses control team spend, issue unlimited virtual corporate cards with real controls, pay bills, and earn cash back on everyday expenses — all without leaving the bank they already use. Our cards run on decoupled debit, so they fund straight from an account the customer already has, with no migration, no credit check and no per-user fees. Rewards are actual cash, posted the moment a transaction clears — and on procurement and concentrated merchant spend, the discounts get deep enough to change a company’s cost base rather than just decorate it.

We serve the full range, from early-stage startups issuing their first few cards through to enterprises running serious purchasing volume, on one platform that scales with them — and companies can use it through our app or integrate directly via API. Over 9,000 businesses use it, and we’ve paid out more than $100M in cash back so far.

The role

You own the P&L for Rewards Maximizers. Revenue, cost of rewards and rates, contribution margin, growth. The whole number.

Three functions report to you:

• Sales — finds customers and gets them to open an account
• Spark — takes a new account through verification and setup to genuinely spending
• Sidekicks — named account managers who own a book, grow it, and keep it

Your job is to make that machine work end to end: the right people in each seat, clean handoffs between them, and a number that goes up. This is a real general management role, not sales leadership with a better title. You’ll set pricing inside company guardrails, decide where to spend to acquire and where to stop, compete with two other GMs for engineering time, and answer for the margin at the end of the quarter.

What makes this seat different from the other two: Corporate Card has the clearest runway and the least built around it. The product is real and 9,000 businesses already use it, but the go-to-market motion is young — and you’ll be constructing it while it runs. You are also up against the best-funded competitors we face, companies with large marketing budgets and polished software, in a category where most buyers assume every option is roughly the same. Our advantage is economics, not features. Making that legible to a finance buyer, repeatedly and at scale, is the strategic problem of this job.

The other thing to understand: growth here comes disproportionately from expansion. Winning a logo matters far less than turning a single department buying gift cards into a company running most of its spend through us. A GM who optimizes only for new logos will miss where the money actually is.

What you own

• The P&L: revenue, rate and reward cost, contribution margin, growth rate
• The full funnel and every handoff between Sales, Spark and Sidekick
• Hiring, coaching and performance across the line
• Pricing and rate policy for Corporate Card, inside company guardrails
• A forecast you can be held to
• The line’s product priorities, and the case for them

Day to day

• Run the operating cadence: weekly pipeline and book review, monthly business review, quarterly plan
• Know your numbers cold, before anyone asks — new logos, expansion, spend per account, margin after rate cost
• Hire and develop your three function leads, then hold them to their metrics rather than doing their jobs
• Build the go-to-market motion: positioning, pricing structure, target segments, the pitch that actually converts a CFO
• Set and defend rates. Approve exceptions, kill agreements that are underwater, and understand what every basis point costs
• Push expansion as hard as acquisition, and instrument it so you can see it
• Represent the line to product and engineering — specific about what you need, honest about what it’s worth
• Stay in front of customers. The biggest accounts and the unhappy ones, personally
• Report performance to the exec team straight, including when it’s bad

What we’re looking for

• 7+ years in commercial leadership with genuine P&L or revenue ownership, not just quota ownership
• Experience managing managers, and a track record of hiring people better than the ones they replaced
• Background in payments, spend management, corporate cards, procurement or commercial banking
• Strongly numerate. You should be able to build and defend the line’s P&L model yourself, in a spreadsheet, in front of the CEO
• Someone who has built a go-to-market motion rather than inherited one
• Comfort in a small company, where you’ll do the work as well as own it

Bonus points

• You’ve competed against well-funded incumbents from the smaller side and won on something other than price
• You’ve run a land-and-expand business and can prove you grew accounts, not just signed them
• You’ve sold to finance and procurement buyers yourself

How you’ll be measured

Revenue and contribution margin for the line. Growth rate, split between new logos and expansion. Forecast accuracy — we care as much that you can predict the number as that you hit it. Funnel health end to end. And the quality of the team you build.

Why this role

Of our three lines, this is the one with the most headroom relative to what’s been built. The product exists, the customers are real businesses with real budgets, and the motion around it is still yours to design. Direct line to the founders, decisions in days.