Chief Commercial Officer

TransferGo 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.

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.

Why this role exists

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.

What you'll own

Commercial strategy and the top line

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.

Sets the growth-versus-margin position explicitly — where we buy volume with price, where we defend rate, and what the business gets in return.

Presents the commercial and product report to the management boards of both regulated entities each quarter, and contributes to board, investor and fundraising material.

Pricing

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.

Directs the corridor pricing experimentation programme and converts validated results into scale, hold or kill decisions with written criteria agreed before the test closes.

Sponsors the real-time pricing engine with Product and Engineering, moving us from static corridor pricing tables to transaction-level decisioning.

Partnerships, banking and infrastructure

Leads the Banking & Infrastructure function and the 70-plus partner network — banks, payment service providers, card schemes, FX houses and aggregators — through two directors.

Personally leads the largest global negotiations and renewals, and carries payment partner cost as a share of revenue as a hard number.

Builds distribution and embedded partnerships — payroll providers, wallets, neobanks, marketplaces — as a route to low-cost acquisition alongside the direct channel.

Owns partner governance and risk: contract quality, concentration, continuity and a clean audit position on partner and partner-bank management.

Markets and market entry

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.

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.

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.

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.

The decisions that are yours

Price . The curve, the position against competitors, and the decision to trade take rate for volume or the reverse.

Where the money goes . Which markets and corridors get funded, which get held flat, and which we stop investing in.

Partner commercials . Terms, renewals, exits and the shape of the partner network.

How this role actually works

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.

It is not 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 had.

What we need to see

You have owned a commercial profit and loss in a consumer business at scale, and can explain what you personally changed to move it — not what the market did around you.

You have owned pricing in a price-transparent, low-margin category. You reason in basis points as comfortably as percentages, and you have made and defended a decision to give up rate to buy volume, or the reverse.

You have negotiated significant commercial agreements yourself — payment, banking, distribution or platform partnerships — and you know what a bad clause costs three years later.

You have grown a consumer business across several markets at once, where the economics differ market by market, and can explain from experience why the same approach produced a six-month payback in one country and never worked in another.

You are fluent in performance marketing at a technical level: you can interrogate an incrementality read, you know the difference between a platform-attributed conversion and an incremental one, and you have personally moved significant budget on the strength of an experiment result.

You have operated in a regulated financial services environment and treat compliance, licensing and financial crime controls as constraints to design around rather than obstacles to route around. You can disagree productively with a compliance officer and land somewhere better than where you started.

You get your own numbers. You are comfortable in the data yourself, you write your own cuts rather than waiting for analysis, and you argue with your own dashboards.

You use AI seriously in your own work — not as a talking point but as a working method. You have redesigned at least one commercial process around it and can show what it changed in cost or cycle time, and you expect the same of your teams.

You communicate with the credibility to hold a room of partners, and over time a board and an investor audience.

You are based in, or willing to relocate to, Lithuania, and you are prepared to travel regularly to our priority markets. Business-level English is required.

What we'd like to see

Experience in cross-border payments, money transfer, or another repeat-transaction consumer financial product. Adjacent categories with comparable unit economics — marketplaces, telecoms, subscription consumer — transfer well and are welcome.

Experience building embedded, white-label or platform distribution, or a payroll-led or employer-led acquisition channel.

Experience taking a business into a new regulated market, including the licensing and partner groundwork behind it.

Experience of a company in transition — a repositioning, a turnaround, a shift in operating model — rather than only of a business already compounding.

Familiarity with the markets that matter to our customers: Central and Eastern Europe, Türkiye, Central Asia and the Caucasus, South and South-East Asia, Africa.

What we believe

At TransferGo , we offer competitive rewards to all people. We know that recognition is about more t