<div class="content-intro"><p><strong>TransferGo</strong> is a growing fintech scale-up on a mission to champion financial freedom with care. We strive to provide tailored, more affordable financial services that make people's hard-earned money go further. Now in our 14th year, with close to 400 employees in offices across Europe and the UK, we’re crafting a brilliant, relevant product that makes a difference in people's lives and the well-being of their families. </p> <p>We’ve come this far by building a talented, diverse workforce on a fair culture and our strong values. Having this strong team of employees, we can serve those who really need our product to make their lives better. </p></div><p><strong>Why this role exists</strong></p> <p>The Chief Commercial Officer owns how TransferGo makes money: what we charge, what it costs us to move a pound, which markets we invest in, which partners we build on, and how many customers we win and keep. This is a hands-on role. You will lead a commercial organisation and you will personally be in the detail of the numbers, the price curves and the negotiating room.</p> <p><strong>What you'll own</strong></p> <p><strong>Commercial strategy and the top line</strong></p> <ul> <li>Owns the company commercial strategy and carries accountability for group revenue, gross margin and commercial targets, working with the CFO on the plan and the reforecast.</li> <li>Sets the growth-versus-margin position explicitly — where we buy volume with price, where we defend rate, and what the business gets in return.</li> <li>Presents the commercial and product report to the management boards of both regulated entities each quarter, and contributes to board, investor and fundraising material.</li> </ul> <p><strong>Pricing</strong></p> <ul> <li>Owns pricing strategy end to end — fee and FX margin structure, the price curve by corridor, promotional and incentive design, and competitive positioning against Wise, Remitly and local players.</li> <li>Directs the corridor pricing experimentation programme and converts validated results into scale, hold or kill decisions with written criteria agreed before the test closes.</li> <li>Sponsors the real-time pricing engine with Product and Engineering, moving us from static corridor pricing tables to transaction-level decisioning.</li> </ul> <p><strong>Partnerships, banking and infrastructure</strong></p> <ul> <li>Leads the Banking & Infrastructure function and the 70-plus partner network — banks, payment service providers, card schemes, FX houses and aggregators — through two directors.</li> <li>Personally leads the largest global negotiations and renewals, and carries payment partner cost as a share of revenue as a hard number.</li> <li>Builds distribution and embedded partnerships — payroll providers, wallets, neobanks, marketplaces — as a route to low-cost acquisition alongside the direct channel.</li> <li>Owns partner governance and risk: contract quality, concentration, continuity and a clean audit position on partner and partner-bank management.</li> </ul> <p><strong>Markets and market entry</strong></p> <ul> <li>Owns the market portfolio and the rules that move a market between stages — from low-cost discovery, through conversion optimisation, to funded expansion and full ecosystem defence.</li> <li>Builds out the market general manager model: appoints leaders with genuine profit and loss accountability in strategic markets and holds them to market share, contribution and payback.</li> <li>Leads market entry and licensing enablement in new send and receive markets, working with Compliance and Legal, and owns relationships with partners and, where relevant, regulators.</li> <li>Sets commercial targets and deal governance for TransferGo Business alongside the Executive Director responsible for that segment, so that business and consumer volumes are routed to build partner-level scale rather than compete for it.</li> </ul> <p><strong>The decisions that are yours</strong></p> <ol> <li><strong>Price</strong>. The curve, the position against competitors, and the decision to trade take rate for volume or the reverse.</li> <li><strong>Where the money goes</strong>. Which markets and corridors get funded, which get held flat, and which we stop investing in.</li> <li><strong>Partner commercials</strong>. Terms, renewals, exits and the shape of the partner network.</li> </ol> <p><strong>How this role actually works</strong></p> <p>This is a doing job as much as a leading one. You will lead a substantial organisation across Banking & Infrastructure and market management — and you will also be in the work. In practice that means you sit in the weekly performance review and challenge the channel numbers line by line; you write the pricing proposal for a corridor yourself before it goes to the executive team; you are the principal negotiator in our largest partner deals rather than the escalation point behind one; and you spend time in our biggest markets with the local teams, not on a call about them.</p> <p><strong>It is not </strong>a figurehead role sitting above a finished machine, and it is not a role where the interesting work is delegated downwards. If the last several years have been spent managing managers and reviewing outputs, this will be an uncomfortable fit. If you have missed being close to the work, it may be the best job you have