Global Head of Customer Experience

Job description

Global Head of Customer Experience Reporting Line Reports directly to the Group CEO. Senior leadership role with dozens of direct and indirect reports across customer-facing functions. Location Fully remote. Candidates based in or near one of our hubs — Dubai, Kuala Lumpur, Limassol, or Bangkok — are strongly preferred. Occasional travel to company locations and key markets. No relocation requirement. General Purpose This is one of the broadest CX mandates in multi-asset brokerage: ownership of every client touchpoint across forex, crypto, prop trading, prediction markets, and education, with a direct line to the Group CEO and dozens of people behind you. The role exists to turn that scale into a structural advantage — building a single, coherent client experience where today there are fragmented journeys, and making that experience the reason clients choose us and stay. Like most brokers, our client functions have grown in silos — onboarding, support, retention, and product experience each doing their own thing, with no shared logic and no single owner. That's the problem this role was created to fix. The candidate who thrives here won't be managing a tidy function; they'll be the first person to own the full picture, with the seniority and remit to actually change it. The competitive bet is specific: in a market where most multi-asset brokers compete on price and acquisition, we intend to win on retention and trust. This role is how we do that. Specific Objectives Phase 1 — Diagnose (days 1–90) The firm knows exactly where its client experience is broken Within 90 days, a rigorous, evidence-based assessment exists across all products and touchpoints — forex, crypto, prop trading, prediction markets, and education — with gaps, friction points, and churn drivers named by root cause. This is the gate. Nothing in Phase 2 is possible without it. The audit will require navigating entrenched team boundaries and producing findings that are acted on, not shelved. Phase 2 — Build (months 3–9) Clients get support that's measurably better than the market Support performance across all business lines sits consistently in the top quartile vs. a regularly updated competitive benchmark — measured across response time, first-contact resolution, self-service adoption, and automation coverage, including modern AI tools. The firm's highest-value clients stay and spend more A structured VIP programme is running — dedicated coverage, proactive engagement, retention workflows — with double-digit churn reduction in the VIP segment by month 12. The function scales with the business, not against it Operating models, tooling, and governance exist that let the function grow with both client volume and new product lines without headcount growing proportionally. The numerical drivers of CX capacity are defined, and technology delivers measurable year-on-year reduction in human labor per client interaction. Experience failures are caught and contained before they hurt the business Tiered CX SLOs are defined across all critical client journeys — trading execution and funding at the tightest thresholds, onboarding and support at appropriate levels. The toil ratio — the share of CX incidents requiring human intervention vs. automated resolution — falls year-on-year as automation matures. Phase 3 — Commercialise (months 9–12) CX is a quantifiable business driver, not a cost centre By month 12, there's a clear, evidenced link between CX improvements and business outcomes: conversion rates, trading volume, retention, and referrals. End-to-end analytics — predictive and prescriptive — turn client data into forward-looking decisions, not backward-looking reports. Key Activities Run a structured CX audit Map every client touchpoint across forex, crypto, prop trading, prediction markets, and education — talk to internal stakeholders, dig into support data, and produce a prioritised gap assessment that names friction points and churn drivers by root cause. Design the CX operating model Build the governance structure, team ownership, and process logic that brings previously siloed functions — onboarding, support, retention, product experience — under a single framework. Own the architecture decisions and drive adoption across the organisation. Run and improve support operations Manage day-to-day support performance across all business lines, with targets set against a live competitive benchmark. Lead deployment of AI-powered tools and automation to drive step-change improvements, not incremental ones. Build the VIP client programme Design the coverage model for high-value clients — dedicated relationship management, proactive engagement, retention workflows — and own the commercial outcomes for this segment against double-digit churn reduction targets. Make CX operations scale Design operating models, tooling, and governance that grow with client volume and new product lines without proportional headcount growth. Define the numerical drivers of CX capacity and implement technology that delivers measurable year-on-year efficiency gains. Deploy CX health monitoring Build automated systems that track client experience in real time. Define tiered CX SLOs calibrated to journey criticality — tightest thresholds for trading execution and funding, appropriate levels for onboarding and support. Drive the toil ratio down year-on-year, with self-healing where possible and clean escalation where not. Align the organisation around CX outcomes Work with product, marketing, compliance, and commercial teams to embed client experience logic into roadmap decisions, campaign design, and new product launches — so CX is a design input, not a post-launch fix. Measure and report CX as a commercial driver Own the analytics framework — predictive and prescriptive — that connects CX performance to business outcomes: conversion, trading volume, retention, and referrals. Report at leadership level and use it to drive decisions, not just describe the past. Key Competences CX architecture and operating model design Able to design governance structures, team ownership models, and process logic from scratch — not just optimise an existing function. Relevant here because there is no inherited architecture: the operating model needs to be built from zero across five distinct business lines. Data and analytics fluency Comfortable with predictive and prescriptive analytics, CX SLO frameworks, and using client data to drive forward-looking commercial decisions. Relevant because the commercial driver objective requires a direct, evidenced linkage between CX performance and business outcomes. AI and automation literacy Practical experience deploying AI-powered support tools, self-service systems, and automated monitoring — enough to make credible build/buy/partner decisions and hold vendors accountable. Relevant because support performance and health monitoring both depend on technology choices made early in the mandate. Commercial acumen Able to connect CX performance directly to business outcomes — conversion, retention, trading volume, referrals — and present that linkage credibly at Group CEO and board level. Relevant because this role is explicitly accountable for CX as a revenue driver, not a cost centre. Cross-functional influence Track record of bringing product, marketing, compliance, and commercial teams around CX outcomes without direct authority. Relevant because the siloed functions this role consolidates did not previously share a single owner — credibility will need to be built, not assumed. Leading large, distributed teams Experience managing dozens of direct and indirect reports across multiple functions and geographies, including through significant organisational change. Relevant because the span of control is immediate and consolidation of previously independent teams will require sustained leadership through transition. Likely Current Job Head of CX / VP Customer Experience at a retail broker or fintech The most direct feeder — someone running an established CX function at a forex, crypto, or multi-product trading platform who's ready for a greenfield mandate with broader scope. Chief Experience Officer at a mid-size regulated financial services firm A step-up candidate who has owned the full client lifecycle at a smaller firm and is ready for a more complex, multi-asset environment. Head of Operations at a retail broker (transition hire) Adjacent role — someone who has managed scale and process efficiency and is deliberately moving toward owning the client experience end-to-end. Has the operational credibility; the CX ownership is the intentional next step, not an assumed natural fit. Senior CX leader at a high-growth payments or digital banking firm Transferable context — regulated, retail-facing, high transaction volume, automation-heavy. May lack trading-specific knowledge but brings strong architecture and analytics credentials. Global Support / Service Delivery Director at a multi-product financial platform Feeder from the support side — has managed large distributed teams and automation programmes, ready to step up to full CX ownership. Employer Value Proposition The broadest CX canvas in multi-asset brokerage Most CX leadership roles sit inside one product line. This one spans forex, crypto, prop trading, prediction markets, and education — five distinct client journeys in a single mandate. The complexity is real and the scope is rare. Global scale as a design constraint This is not a single-market role. The function spans multiple geographies and cultures, which means the operating model, team management, and experience design all have to work across meaningfully different contexts. A harder and more interesting problem than running a regional function. A direct line to commercial outcomes The mandate is explicit: CX is a business driver, not a cost centre. You will be expected to show the link between experience improvements and conversion, retention, trading volume, and referrals — and you will have the seniority and access to move those numbers. Real strategic autonomy at Group CEO level Reports directly to the Group CEO with a genuine mandate to set the CX model from scratch — not inherit someone else's architecture or execute a pre-determined strategy. The Group CEO is sponsor and sounding board, not the person making the design decisions. No playbook, no prior owner, and teams that didn't ask for a unified boss There is no inherited framework. The siloed teams you'll be consolidating have operated independently until now, and building credibility across them will require influence without full positional authority. Compensation Competitive base salary plus performance-based bonus. Standard employee benefits apply.