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 Platform — our embedded finance business.

Embedded finance means other companies use our technology to put payment features inside their own products, under their own brand. A loyalty app that wants to hand its users a spendable virtual card. An HR platform that needs to send employee rewards. A marketplace paying out sellers. A survey company compensating participants. Rather than build card issuing, wallets, compliance and payout rails themselves — years of work and a banking relationship most companies can’t get — they connect to us and launch in weeks. Their customers see their brand; we’re the infrastructure underneath.

We cover the full range of how money moves: pay-ins, wallets, spend, rewards and disbursement. Clients use one piece or all five. We’ve processed $5 billion across cards, wallets, pay-ins, payouts and bill payments, and clients integrate through our APIs, drop-in adapters, or low-code widgets. Our developer documentation is public if you want to see what we actually hand a client.

The role

You own the P&L for Platform. Revenue, cost to serve, contribution margin, growth. The whole number.

Three functions report to you:

• Sales — wins new embedded finance clients and signs the contract
• Implementation — takes a signed client from contract to live and ramping
• Sidekicks — technical account managers who own live clients, grow their volume, and keep them

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 structure commercial terms, decide which deals are worth doing, 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 is that revenue is concentrated and slow to arrive. A handful of clients will drive most of the number, deals take months, and nothing counts until a client is live and ramping. That changes how you manage. Signed contracts are not revenue and you shouldn’t let anyone celebrate them as such. The most common failure mode in a business like this is a healthy-looking pipeline sitting on top of an implementation queue that isn’t moving — and the second most common is signing a client whose integration cost eats the margin. Both are yours to prevent.

You’ll also be the most engineering-dependent of the three GMs. Clients will need capabilities we don’t have yet, and a real part of the job is deciding which of those to build, making the case for them against everything else in the roadmap, and being right often enough to be trusted. Banking partner approval sits on the critical path of most deals, which means compliance and bank relationships are something you manage actively, not something you wait on.

What you own

• The P&L: revenue, cost to serve, contribution margin, growth rate
• The full funnel: pipeline, signature, time to live, and ramp to contracted volume
• Hiring, coaching and performance across the line
• Commercial structure and pricing for Platform, inside company guardrails
• A forecast you can be held to, in a business where timing is genuinely hard to call
• The line’s product priorities, and the case for them against two other GMs

Day to day

• Run the operating cadence: weekly pipeline and implementation review, monthly volume and revenue review, quarterly plan
• Know your numbers cold — pipeline by stage, time to live, ramp against contract, revenue by client, margin after cost to serve
• Hire and develop your three function leads, then hold them to their metrics rather than doing their jobs
• Structure and approve commercial terms. Understand what each deal actually earns after implementation cost, and walk away from the ones that don’t clear
• Watch the implementation queue as closely as the pipeline. It is the constraint more often than sales is
• Own the roadmap argument: what your clients need, what it’s worth, and why it should come before someone else’s request
• Manage compliance and banking partner approvals as part of the deal timeline, not as an external dependency
• Stay in front of clients. The largest ones and the ones going sideways, personally
• Report performance to the exec team straight, including when it’s bad

What we’re looking for

• 8+ years in commercial leadership with genuine P&L or revenue ownership, in enterprise or infrastructure businesses
• Experience managing managers, and a track record of hiring people better than the ones they replaced
• Deep payments background — card issuing, program management, processing or embedded finance. This is not a category you can learn on the job at this level
• Technically credible. You should be able to hold a solution conversation with a client’s CTO and a prioritization conversation with our engineers, and be taken seriously in both
• Strongly numerate, including on unit economics where cost to serve varies by client
• Comfort in a small company, where you’ll do the work as well as own it

Bonus points

• You’ve run a business line at an issuer processor, program manager, BaaS provider or payments infrastructure company
• You’ve operated under a sponsor bank model and know what bank approval actually involves
• You’ve managed a business where a few clients drove most of the revenue, and can talk about concentration risk from experience

How you’ll be measured

Revenue and contribution margin for the line. Contracted volume signed, and the share of it that actually goes live and ramps. Time from signature to live. Forecast accuracy. And the quality of the team you build.

Why this role

Platform is where the company is placing its biggest bet, and it’s early enough that the shape of the business is still yours to determine. You’ll have direct access to engineering and to the founders, a real budget, and a P&L that is genuinely yours to run.