Head of CRM

Head of CRM

Reporting Line

Reports to the CMO. The role carries a mandate to build a CRM team comprising a CRM Manager/Administrator, a Campaign and Retention Manager, and an Analyst — all to be hired.

Location

Remote, European timezone.

General Purpose

CXM is making a fundamental commercial shift — from a B2B model to direct B2C client relationships — and this role exists because that transition only works if the CRM does. This is not a campaign tool or a reporting add-on: it is the operational infrastructure that connects Sales, Business Development and Marketing to clients, to data and to each other. That infrastructure must work across a multi-brand operation spanning CFD, crypto, prop trading and prediction markets — each with its own client lifecycle, commercial logic and team.

But that infrastructure does not yet exist in a form fit for what CXM is becoming. The Head of CRM must first determine what the commercial system should look like — which processes to run, how teams should work, and how the CRM makes all of it possible — and then build it. The architecture choices come before the implementation, and getting them right is the job.

If you have watched a sales floor ignore good data, or seen a CRM treated as a glorified contacts list, and you have a clear view of what should have been done differently — this is where you go and do it.

Specific Objectives

Design the commercial operating system

Within the first 90 days, audit the current CRM setup and — more importantly — define how Sales, BD and Marketing should actually work: which processes to run, how leads and clients should flow, and what the CRM needs to do to support each function. The implementation plan follows from those design decisions, not the other way around.

Make the CRM the daily operating environment for all client-facing teams

Within six months, Sales, BD and Marketing are all working inside the CRM daily, with adoption tracked and reportable. The measure is not that the system is configured — it is that teams have changed how they work.

Complete core pipeline and workflow build

By month six, deal pipelines for new leads (onboarding → activation → first deposit) and existing clients (upsell, retention) are live, with automated lead distribution, task creation and deal-stage progression running without manual intervention. The specific design of these pipelines is for this person to determine — not inherited.

Launch retention and reactivation systems

By month six, automated segmentation is identifying inactive and declining clients, generating tasks and triggering reactivation workflows. High-value lapsed clients are a prioritised segment from day one, but the segmentation logic itself is a design decision this role owns.

Deliver partner (IB/affiliate) CRM capability

By month nine, BDMs have full CRM visibility of partner performance — referred clients, trading activity, rebates, engagement — with onboarding, activation and early-warning workflows live.

Establish management reporting infrastructure

By month twelve, leadership has live dashboards covering pipeline health, conversion rates, deposits, retention, reactivation and partner performance, with a continuous improvement cadence in place.

Key Activities

Own and develop the CRM

Configure and continuously evolve the CRM's data structure, pipelines, deal stages, automations, permissions and reporting. Lead integration projects with trading platforms, back office, marketing tools and the analytics stack.

Drive adoption across the whole business — this is the central challenge

This is not a one-team implementation. Sales, Business Development and Marketing all need to change how they work, and this role owns that change. Define how the CRM is used across every client-facing function. Train users, enforce process discipline, resolve friction between teams, and act as the internal authority on CRM capability and best practice. Adoption is not a launch milestone — it is an ongoing responsibility.

Build and maintain sales workflows

Design automated lead and client distribution rules, task creation triggers (first contact, company introduction, first sale) and alert systems that surface cooling clients — falling trading activity, no recent contact, no recent trades — and convert each signal into a clear next action for a Sales Manager.

Run retention and reactivation operations

Build and manage segmentation logic that automatically identifies inactive or declining clients, creates tasks and launches reactivation sequences. Keep high-value lapsed segments at the front of the queue.

Design and support BD (partner) processes

Build CRM workflows for BDMs managing IBs, affiliates and other partners. Surface partner performance data — referred clients, trading activity, rebates, engagement — and automate onboarding, activation, growth and early-warning workflows.

Connect marketing data to commercial action

Work with the Marketing Analytics specialist to ensure attribution data, customer journey stages and lead/client scores flow correctly into the CRM and drive prioritisation and automation. A Sales Manager or BDM opening a client card sees the full picture immediately — source, journey stage, scoring, original interest.

Report and iterate

Build and maintain dashboards and KPIs for management. Use data and team feedback to continuously improve processes and automation logic.

Key Competences

Cross-departmental communication and change management

The defining capability for this role. Sales, Business Development and Marketing all need to change how they work — and this person owns that change without formal authority over any of them. Must be able to earn adoption through credibility and clear communication, translate technical CRM logic into language that lands with commercial teams, and translate commercial requirements back into CRM architecture. Resistance is the default; this person has to make adoption happen anyway.

Sales and BD process design

A solid understanding of how sales, business development and partner management actually work — and the ability to translate that into CRM logic that teams adopt and use. Has built these processes before in a regulated or high-volume trading environment.

Automated marketing journey design

Understands and has built automated client journeys across the full lifecycle — activation, retention and reactivation. Knows how to turn segmentation logic and behavioural signals into triggered workflows that drive commercial action without manual intervention.

CRM architecture and configuration

Hands-on experience building and owning a major CRM (Zoho, HubSpot, Salesforce or a brokerage-specific platform) end-to-end: pipelines, automations, routing rules, permissions and reporting. Table stakes — expected, not differentiating.

Data fluency and analytical rigour

Comfortable working with segmentation, scoring, attribution data and KPIs. Knows how to turn data into prioritisation logic and automation triggers, not just dashboards. Table stakes.

Partner and affiliate model literacy

Understands IB programmes, rebate structures and affiliate dynamics well enough to design workflows that give BDMs real operational leverage. Direct experience with IB programmes is a strong advantage.

Industry orientation

Background in online trading, brokerage, fintech or iGaming. Understands the commercial model, the client lifecycle and the compliance context well enough to design processes that fit the environment.

Likely Current Job

Head of CRM or CRM Manager at an online broker, fintech or iGaming operator — running the CRM as an operational system, not a campaign tool, with direct ownership of sales and BD workflows.

Sales Operations Manager at a brokerage or trading platform — owning pipeline design, lead distribution and reporting infrastructure, likely one step from full CRM ownership.

CRM and Retention Lead at a retail broker or CFD/FX platform — with a track record in client lifecycle management, reactivation and segmentation in a regulated trading environment.

Head of Operations or Revenue Operations at a fintech or trading firm — where the scope has included CRM architecture alongside broader commercial process design.

Senior CRM Analyst or CRM Specialist moving into their first head-of role — strong on configuration, automation and data, now ready to own the function and manage up and across.

Employer Value Proposition

A genuinely greenfield build

CXM is making a strategic shift from B2B to B2C across a multi-brand operation — CFD, crypto, prop trading and prediction markets. This role sits at the centre of that transition, not inheriting someone else's system but designing the CRM ecosystem from scratch across all of them. No legacy architecture to work around, no entrenched habits to unpick. The right person will define how the business operates commercially for years to come.

Scope and criticality

This is not a support function. The CRM is the operational backbone of Sales, Business Development and Marketing — and this role owns it entirely, across every brand. The impact is direct and measurable: pipeline, revenue, retention, partner growth.

Autonomy and influence

You will work across every client-facing division and report directly to the CMO. The decisions you make about process, architecture and adoption will shape how the whole business goes to market. That is a level of influence that most CRM roles do not offer.

A team to build

The structure is defined — a CRM Manager/Administrator, a Campaign and Retention Manager, and an Analyst — and the mandate is yours to hire and shape it. You are not stepping into someone else's team; you are building your own.

An honest word about the challenge

This is a build-from-scratch role inside a business mid-transition, spanning multiple brands with distinct commercial models. The sales floor will have its own habits. The integrations will be messier than the spec. The team structure is still taking shape. If that is the kind of problem you find motivating rather than discouraging, you are the right candidate. If you are looking for a mature system to optimise, this is not it.

Compensation

Competitive base salary plus a performance bonus tied to individual and company KPIs.

Assessment Process

The process runs in three stages: an initial screening with HR, followed by an interview with the CMO, and a final conversation with the CEO.