Head of Customer Growth

RevenueCat removes the headaches of building and scaling in‑app subscriptions. Since graduating from YC’s S18 batch we’ve grown into the default monetization platform for mobile: we’re in >40% of newly shipped subscription apps, we process $12B+ in annual purchase volume, and we help everyone from a solo dev in Brazil to the OpenAI mobile team understand and grow their revenue.

We’re a remote‑first crew of 150+, spread across 25+ countries, and guided by values we actually practice: Customer Obsession, Always Be Shipping, Own It, and Balance. If you want your work to touch hundreds of millions of end‑users (and help the developers behind them get paid), you’ll fit right in.

The role

We are looking for a Head of Customer Growth to build and lead the operating system that helps RevenueCat customers become better app businesses.

This is broader than a traditional Customer Success role. It combines strategic account coverage, app-growth judgment, specialist advisory, customer education, product adoption, and scalable enablement. The goal is not to give every customer the same high-touch service. It is to identify where RevenueCat can create disproportionate value, deploy the right kind of help, and turn every successful customer intervention into knowledge that benefits the rest of the customer base.

You will lead a multi-lane Customer Growth function spanning the CSM team, Growth Advisory, Growth Advocacy, and the emerging Customer Enablement function. The CSM Team Lead will own daily CSM execution. You will set the strategy, operating model, talent bar, investment plan, and measures of success for the function as a whole.

For our highest-value customers, this means deep account context, growth diagnosis, stakeholder mapping, product-adoption strategy, technical-account coordination, and clear next-step ownership. For high-potential customers, it means identifying them early and providing the right help before revenue has fully materialized. For customers with specific growth bottlenecks, it means bringing in the right specialist. For the broader customer base, it means scalable education through Growth Advocates, lifecycle guidance, office hours, playbooks, templates, product nudges, and eventually dynamic next-best-action systems.

Your job is to make Customer Growth one operating system rather than a collection of disconnected activities.

Why we are hiring for this role now

RevenueCat serves tiny indie apps, fast-growing startups, games, media companies, health and fitness apps, AI products, marketplaces, and some of the most sophisticated consumer app businesses in the world.

The app market is top-heavy, so the human touch must be allocated deliberately. At the same time, a customer that is small today may become strategically important very quickly. Contract status and current revenue are necessary signals, but they are not sufficient.

We already have many of the ingredients: CSMs, a CSM Team Lead role, Growth Advocates, Customer Growth Advisory specialists, Product, Support, Marketing, Sales, TAM, Data, and one of the richest datasets in app monetization. We need a leader who can turn those ingredients into a coherent function.

What you will be responsible for

Own Customer Growth strategy across the full customer base. Define how RevenueCat helps customers grow after they begin using the product, including named accounts, high-potential customers, specialist-assisted customers, scaled customers, and the long tail.

Build segmentation and coverage. Use current value, future potential, adoption, intent, growth moments, risk, and strategic importance to decide who receives named CSM coverage, time-bound help, specialist advisory, scaled education, product-led guidance, or monitoring.

Lead through the CSM Team Lead. Set the bar for customer context, account strategy, stakeholder management, growth diagnosis, adoption planning, commercial awareness, and follow-through. Develop the Team Lead and create a strong leadership bench rather than becoming the permanent CSM manager.

Identify high-potential customers early. Work with Data, Product, Sales, Marketing, and Support to find customers with meaningful future potential before revenue alone makes them obvious.

Govern Growth Advisory. Define intake, qualification, expected impact, output quality, follow-through, and reuse. Specialists should be deployed against specific high-value problems rather than become general-purpose consulting capacity.

Make Growth Advocacy a customer-education channel. Ensure Growth Advocates turn real customer learning into authoritative one-to-many education for existing customers and the broader app ecosystem.

Build Customer Enablement and Scaled Growth. Create the roadmap for lifecycle programs, templates, office hours, documentation, automation, product nudges, and next-best-action guidance.

Drive meaningful product adoption. Partner with Product and Product Marketing so customers adopt RevenueCat capabilities in ways that help them win, rather than merely increasing feature activity.

Create clear cross-functional decision rights. Define how Customer Growth works with Sales, TAM, Support, Product, Marketing, and Data without turning CSMs into AEs, TAMs into a catch-all, or collaboration into meeting theater.

Build the customer-insight loop. Repeated customer questions should become product improvements, enablement, playbooks, benchmarks, documentation, lifecycle programs, and market education.

Own the function. Set metrics, operating cadences, headcount plans, budget, organization design, executive communication, and the talent bar across Customer Growth.

What success looks like

Within the first month

Meet directly with at least 15 customers across different sizes, growth stages, product footprints, and monetization models—including high-value, high-potential, at-risk, and scaled customers.

Take point on at least two live customer-growth situations. Work alongside the CSM, Advisory, TAM, Support, or Product partner to diagnose the problem, agree ownership, and move each customer to a concrete next milestone.

Ship at least one no-regrets improvement to a broken handoff, account motion, Advisory route, or customer experience rather than waiting for a complete strategy.

Establish a clear operating agreement with the CSM Team Lead and act on urgent customer, talent, or ownership issues.

Build a working view of the team, coverage, high-potential misses, lane boundaries, and metrics—deep enough to make decisions, without allowing analysis to delay action.

Within the first three months

Act as executive sponsor for a small set of strategically important or high-potential customers and personally lead at least two customer-growth interventions through a measurable milestone.

Put the first version of segmentation and coverage into production on real accounts, then revise it from evidence.

Run decision-oriented account reviews and a working Growth Advisory intake and follow-through motion.

Ship the first scaled education or Customer Enablement program based on a repeated customer need.

Make the first material changes to ownership, operating cadence, or talent where the current model is not working.

Establish a customer-insight loop that turns frontline evidence into owned Product, education, lifecycle, or process actions.

Within the first six months

Maintain direct customer contact every week and own selected executive relationships while leading the wider system through the CSM Team Lead and specialist leaders.

Operate a functioning multi-lane Customer Growth model with clear owners, live handoffs, and visible outcomes across CSM, Growth Advisory, Growth Advocacy, and Customer Enablement.

Have the CSM Team Lead independently owning daily CSM execution, coaching, and account quality.

Demonstrate measurable results from customer interventions and show that repeated one-to-one work is becoming r