Chief Customer Officer

Position overview

Xapo's product suite has grown from a Bitcoin vault into a full member proposition: BTC and USD accounts that pay interest, a global card with Bitcoin cashback, Bitcoin-backed loans, a growing suite of BTC wealth and credit products, and access to stocks, ETFs, and stablecoins, all inside one regulated relationship. 

Xapo is a bank, and a bank earns on the money its members choose to hold with it. Each of those products shipped well. What hasn't yet existed is a single owner of the economics of the customer relationship: one person accountable for winning the right members, growing what they hold with us, and keeping them, and for the balance-sheet products that make that possible.

The Chief Customer Officer is a new role at the top of the house, reporting to the CEO. You will run the stream that grows what members hold with Xapo, and you will own the Customer P&L, retail and institutional. It brings growth, client coverage, product management, and product design under one leader who is judged on customer contribution, the assets attracted and kept, and the members who stay. This is a customer-focused role in the most commercial sense: what a member earns from us, not the feature we shipped, is the centre of every decision.

The measure of success is a Customer P&L that grows on what members hold and keep: LTV:CAC improving, approved-to-paid rising, churn falling, and customer contribution the business can plan against.

This is a banking role, not a requirements-gathering role, a marketing role, or a role you can run from a dashboard. Products are priced on the balance sheet and judged on the money they attract and keep.

The mandate

1. Own the Customer P&L, retail and institutional.
   You own customer contribution: customer gross profit from what members' balances earn, secured lending, Bitcoin yield, and conversion, stocks and ETFs, less the cost of winning and keeping members. We earn on what members hold, not on what they tap, send, or click, so you run on assets held and the margin they earn, not payment volume. Good looks like a Customer P&L the Exco and Board can plan against, where every line has a number you own and can explain, up or down.
2. Grow what members hold with us, through earning products run like a banker would.
   You own the roadmap for the balance-sheet products: deposits and savings, lending and credit, and trading and structured. Each is led by a mission PM who is a banker, owning a product's contribution and its price on the balance sheet, not a backlog. Requirements go through the gate; the economics are the job. Every item is priced by Finance before it is built, on a shared risk appetite with Risk and Treasury. Good looks like products that scale assets held and member lifetime value at a risk profile the Board actually approved.
3. Win the right members, efficiently.
   You own Growth: audience, lifecycle, and content, with one head accountable for the path from approval to paid. You own CAC and approved-to-paid, find the members who bring other members, and activate them in week one. Every incentive is priced before it runs. Good looks like net paid-member growth that improves every quarter, at a CAC that LTV comfortably justifies, because you diagnosed where the funnel leaks rather than spending more to fill it.
4. Keep members, and deepen the relationship with the ones who hold balances.
   Retention is the most efficient growth we have. You own churn, and you own Client Coverage: relationship managers who sell the missions' products to the members who hold balances, and loop demand back into the roadmap. You are accountable for net new AUM flow, covered-book retention, and products per covered member, and for growth that is broad-based rather than concentrated in a few accounts. Good looks like falling churn and AUM growth from members who stay and expand rather than members re-acquired at cost.
5. Make the value of Xapo visible, and the experience effortless.
   You own Product Design: one design system and one shell, so that members see the value of what they are earning clearly and early, and find every task simple. You design the proposition in the stream with Finance and partner with Operations, who run onboarding, KYC, support, cards, and payments, to remove friction at the points that affect members most. Good looks like members who understand their return, complete what they set out to do, and stay.
6. Build one Customer organisation, not four.
   Growth, Client Coverage, Mission PMs, and Product Design come together under one operating model: one set of key results read weekly from one source, shared frameworks for discovery and prioritisation, and real career paths for the people in it. Engineering is pulled to a single ranked roadmap, and nobody in your line has engineers of their own. Good looks like fewer hand-offs per outcome and a number for every cell that its owner explains every week.
7. Bring the regulated-bank and crypto-native lens to every customer call.
   You understand that a KYC onboarding decision and an AML monitoring decision carry different risk appetites, that a false positive at the gate is a paid-for member lost, and that a proposition built for a crypto-native power user can still fail a first-time bank customer. You can sit in the same room as a CRO, an MLRO, a CFO, and an engineering lead and make a customer case that survives all four conversations.

How you'll operate

This part matters as much as the mandate. The known failure mode for this role, in any company, is a CCO with a polished customer-insight deck and no ownership of the number. That is disqualifying here.

• You lead from inside the work. You sit in on growth reviews, mission PM reviews, client meetings, and member calls, not just steering committees. PMs, designers, and relationship managers three levels down know your name because you've solved problems with them.
• You move people with the business case, not the whip. When a priority needs to change, you diagnose the problem, build the case with data and the economics, and show teams why it matters, so they re-prioritise because they're convinced, not because they were told. Your authority comes from being right and being useful, not from your title.
• You have extreme ownership. You own the Customer P&L and the member metrics beneath it, not the feature ship date. If a launch didn't move contribution, LTV:CAC, approved-to-paid, or churn, you don't report "the roadmap item shipped", you change the approach.
• You have genuine gravitas. Senior, experienced leaders welcome your input because you've earned the standing to give it. You can challenge any executive's plan, including the CEO's, constructively, with evidence, and be thanked for it, because your challenge makes their work stronger.
• You diagnose before you prescribe. You can walk into a leaking funnel, a churning segment, or a product that isn't earning and find the structural cause, then fix the economics, not just the symptom.

What you'll have done 

• 10+ years in senior commercial or customer leadership (CCO, Chief Growth or Commercial Officer, MD or Head of Retail or Wealth, or equivalent) in digital banking, fintech, or payments, including meaningful time in a regulated environment (banking licence, e-money, or equivalent prudential/conduct regime).
• Crypto-native credibility: hands-on experience building and growing customer propositions on or around digital assets, custody, on-chain flows, Bitcoin-backed lending, or similar. You don't need Bitcoin explained to you, and you don't need banking explained to you either.
• Customer P&L ownership: you have owned a customer or product P&L judged on contribution, balances, and margin rather than transaction volume, and you are fluent in NIM, unit economics, customer contribution, and LTV:CAC.
• Growth and lifecycle: a track record of acquiring, activating, and retaining members in a regulated, KYC-heavy environment, improving approved-to-paid and churn while holding CAC to a level that LTV justifies, not just growth-hacking a free consumer app.
• Banking-grade product leadership: you have led product management for balance-sheet products such as savings, lending, or structured products, priced with Finance, with PMs who own a product's economics rather than a backlog. Experience with client coverage or relationship-managed models for high-balance and institutional clients is a strong advantage.
• Commercial and risk fluency: you can build a customer business case that survives scrutiny from Finance, Risk, and Compliance in the same meeting, and you know the difference between growth that's sustainable and growth that's borrowed from tomorrow's risk appetite.
• A track record of outcomes you can narrate: specific LTV:CAC, approved-to-paid, churn, AUM, or contribution numbers you owned, bets you killed when the data didn't support them, and outcomes you can prove.

 

The first 90 days

Day 30: The Customer P&L baseline is documented across retail and institutional: customer contribution, LTV:CAC, approved-to-paid, churn, net paid-member growth, and assets attracted and kept. You have formed your own independent view of where members are won, lost, and under-served, and shared it with the CEO and Board.
Day 60: The unified Customer operating model is live: one set of key results across Growth, Client Coverage, Mission PMs, and Product Design, read weekly from one source. Every mission PM owns a product's contribution and its price, and the roadmap is ranked on what it earns, built with Finance and the line leads.
Day 90: At least one measurable improvement in LTV:CAC, approved-to-paid, churn, or net new AUM flow is live and attributable to a change you made, not a feature ship, an outcome moved. Every cell in your line has defined key results and an owner who explains the number every week.

What this role is not

• Not a requirements-gathering role. Mission PMs are bankers who own a product's contribution and price, not a backlog. You partner with Technology, Finance, and Operations on execution; you don't run those functions.
• Not a volume role. If your primary output is card spend, transfer volume, or a shipped list rather than assets held and the margin they earn, we have both failed.
• Not a reporting layer. If your primary output is a customer-insight deck or a roadmap deck, we have both failed.
• Not a role that can be done from a distance. Remote-first means distributed, not detached.

Other requirements

• A dedicated workspace.
• A reliable internet connection with the fastest speed possible in your area.
• Alignment with Our Values and the Xapo Values-Driven Leadership principles.