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 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. Supporting that spend properly, at scale and inside a clear risk framework, is what this line does.

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, choose which customers are worth having, compete with two other GMs for engineering time, and answer for the margin at the end of the quarter.

The defining tension in this seat is specific, and you should want it rather than tolerate it. This line can grow faster than almost anything else we do, and the constraint on that growth isn’t demand — it’s rate economics and what our banking partners will support. A GM who only optimizes for volume will produce a quarter that looks excellent and a year that doesn’t. A GM who is too cautious will leave a great deal of money on the table. Calibrating that, continuously and with real information, is most of the job.

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 Rewards Maximizers, 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 — by function, by segment, by Sidekick, by account
• Hire and develop your three function leads, then hold them to their metrics rather than doing their jobs
• Set and defend rates. Approve exceptions, kill agreements that are underwater, and understand what every basis point costs
• Decide where the money and the headcount go, and be able to justify it
• Work with risk and compliance early and as a partner. Surprises from this line are expensive for the whole company
• Represent Rewards Maximizers 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
• Payments, fintech, rewards or gift card background. You need to understand the economics of this business quickly, and there’s no shortcut
• 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
• Judgment about which growth to take and which to turn down — and the willingness to turn it down out loud
• Comfort in a small company, where you’ll do the work as well as own it

Bonus points

• You’ve run a business line where commercial upside and risk appetite were in permanent tension, and can describe how you managed it
• You’ve operated under a sponsor bank model
• You’ve built a go-to-market function from a handful of people into a real team

How you’ll be measured

Revenue and contribution margin for the line. Growth rate. 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, which is the thing that compounds.

Why this role

This is a P&L, a team and a direct line to the founders. Decisions get made in days. You’ll have more room to run a business here than you’d get at a company five times our size, and considerably less cover if it doesn’t work.