Who you areYou’re commercially sharp — you have 1-3 years in startups, fintech, consulting, or B2B sales and understand how to close deals (less experience matters if you’re exceptional).You close, not just qualify — you’ve taken deals from first conversation to signed agreement. You understand the difference between creating demand and managing relationships.You’re operationally relentless — you see what’s broken, unowned, or falling behind, and you fix it without being asked. You don’t distinguish between “my job” and “not my job.”You thrive in ambiguity — comfortable structuring problems from scratch and switching between a partnership negotiation, an investor update, and an office logistics issue in the same afternoon.You’re an exceptional communicator — you write clearly, build relationships quickly, and can represent Zuba externally with confidence. Your written output — emails, decks, investor updates — is clean and doesn’t need heavy editing.You build systems — outreach sequences, qualification frameworks, onboarding checklists, reporting cadences. You document what works so it scales beyond you.You’re entrepreneurial and scrappy — excited by the grind, not just the vision. You’ve built something yourself — a business, a project, a side hustle — and can talk about what you learned.You’re curious — genuinely interested in emerging markets, payments infrastructure, and stablecoin rails.Bonus: Experience in payments/remittances, understanding of crypto infrastructure, or network in African markets.
Some topics you’ll think aboutHow do we prioritise and sequence our corridor expansion after Nigeria?What’s the most effective way to sell into remittance providers versus banks versus payment platforms? How do we differentiate our approach?How do we position stablecoin infrastructure to customers who may be crypto-curious or crypto-skeptical?What does a smooth customer onboarding look like from signed contract to first live transaction — and how do we systematise it?What operational processes does the company need now versus later, and how do we build just enough structure without slowing things down?How do we produce investor and board materials that are so good they become a competitive advantage in fundraising?
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