Senior Merchant Success Manager

Другое

• ABOUT THE ROLE
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• Company builds omnichannel payment infrastructure for growing businesses across
• Asia-Pacific. Tens of thousands of businesses use us to accept payments online and
• in person, across Singapore, Malaysia, the Philippines and beyond.
• This is a new role, and the first of its kind here. You will own the relationship
• between Company and the businesses already using us — making sure they get set up
• properly, stay successful, and tell us when something is not working.
• The remit is regional. Your book spans every market we operate in, not one country,
• and it grows as we open new ones. That means learning what "unhappy" looks like in
• markets with different payment habits, different competitors and different
• expectations about how quickly money should arrive — and spotting when a problem is
• local versus when it is ours everywhere.
• It sits deliberately between teams. Support handles day-to-day questions.
• Compliance owns verification and risk. Sales brings new businesses in. You own
• what happens to a partner across all three, which is where good businesses are
• most easily lost.
• WHAT YOU WILL OWN
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• 1. Partner health
• Work a prioritised list of partners who need attention — because they have hit
• friction, gone quiet, or told us they are unhappy. Reach out, diagnose, and
• either resolve or escalate. Every partner on that list gets an owner and an
• outcome, not a status.
• 2. The first 90 days
• A business that signs up and never reaches steady processing has been lost just
• as surely as one that leaves loudly, and far more quietly. Own activation from
• first transaction to established volume: what stalls, why, and what unblocks it.
• 3. Retention and win-backs
• Run retention conversations directly, including commercial discussions where
• the case supports one. Reopen conversations with partners who have gone quiet.
• 4. The feedback loop
• Take root causes back to the teams that own them — product, pricing,
• compliance, support — with evidence attached. Push for the change, and follow
• it through. This is the part of the job most likely to be neglected and most
• likely to matter.
• 5. Measurement
• Define how we measure partner retention and activation across markets, report
• it on a regular cadence, and keep it honest.
• WHAT THIS ROLE IS NOT
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• The remit spans onboarding, support and compliance handoffs, so boundaries matter.
• You own the partner's outcome across these seams — you do not take over the
• functions themselves.
• · Not verification or onboarding review. Compliance owns approval, rejection and risk decisions. You represent the partner's experience of those decisions.
• · Not the front-line support queue. Support owns first response and day-to-day resolution. You pick up the accounts where the pattern matters more than the ticket.
• · Not new business sales. Your book is partners we already have.
• YOUR FIRST 30 DAYS
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• Days 1–7 Learn how money actually moves — settlement, payouts, chargebacks, the verification lifecycle. Meet the support, compliance and sales teams and understand where each one's responsibility ends.
• Days 8–15 Sit with the support and compliance queues. Read the recent escalation history. Get direct access to the data and start querying it yourself rather than asking for reports.
• Days 16–25 Speak to partners directly — at least 15, spread across markets and including businesses that have already moved on. No agenda beyond understanding why they are happy, stuck, or gone.
• Days 26–30 Come back with a point of view: the patterns you saw most often, which are market-specific and which are ours everywhere, the one or two things you would fix first, and what you need from us to do it.
• We are not expecting a strategy in month one. We are expecting you to have spoken
• to real partners and to tell us honestly what you found.
• WHAT WE ARE LOOKING FOR
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• · 4+ years in customer success, account management or a similar role, ideally in payments, fintech or B2B SaaS serving small and growing businesses.
• · Genuinely comfortable with data. You should be able to interrogate a dataset yourself — SQL, or a BI tool you know well — rather than wait for someone to run the query. Much of this job is separating a real signal from a busy queue.
• · Able to influence without authority. The changes that matter here sit in other teams' backlogs. You will need to make a case with evidence and carry it through to a decision.