Diversity is at the heart of who we are at Xapo Bank. We’re a fully distributed team of over 160 Xapiens that work remotely from 50+ countries around the world.
Our beginning: A world that enjoys economic freedom and wealth protection,no matter where you live or who is running your country. To achieve that, we search the world for the best people for the job. We work hard, think globally, and inspire each other to learn and grow. We are committed to changing the way things are done.
Although we are headquartered in Gibraltar, this is a full time, 100% remote position Work from anywhere!
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.
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.
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.
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.
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.
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.
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.
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.
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.
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.
Impact Globally, Work Remotely.
At Xapo, we prioritize consumer protection and adhere to regulatory requirements by ensuring that all Xapiens are accountable for upholding principles of fair treatment, transparency, and ethical conduct in their interactions with customers and stakeholders.
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