Client Experience Manager

Crew Finance is an outsourced accounting and finance firm for high-growth startups in Consumer, Tech and SaaS. Our clients are founders with big ambitions and finances that haven't caught up with their growth yet. Most of our client conversations happen in that gap. This role makes sure those conversations go well, and turns them around when they don't.

You own Crew's client experience. You know where every relationship stands. You make sure handoffs land, clients hear back on time, and commitments made on Monday still hold on Friday. When something does go sideways, whether it's a frustrated founder, a fee dispute or scope creep, you're the one who picks it up, sorts it out and makes sure it doesn't happen again.

You also keep watch on the commercial side: which accounts are priced right, which need a rescope.

Yes, we know this is a rare mix. We need someone who thinks like an accountant, handles people like the best client-facing person you've ever worked with, and knows what makes an account healthy for both sides. You can talk accruals with a founder and calm them down on the same call. If that sounds like you, keep reading.

You know what went wrong before the client finishes explaining it. Your accounting background means you often see the issue before they can name it.

You're calm, and people can tell. Clients feel better after talking to you.

You think in margins. You can look at an account and tell whether it's working for both sides, and what to do if it isn't.

You hear what's underneath. A refund request often comes from a founder who felt surprised. Pushback on fees often means they don't fully see what they're getting.

You're not a pushover. You can spot scope creep wearing a friendly hat and hold the line warmly, with facts, and without apologizing.

You can hold your ground with a founder who's frustrated, forceful, or both. You don't shrink, you don't escape when you don't need to, and you don't lose the relationship in the process.

• Own the client experience process end to end, from the handoff out of onboarding through the life of the relationship
• Make sure every handoff from onboarding happens, is complete, and lands with the client
• Set and maintain Crew's client response standards, and keep watch on response times so you catch accounts going quiet before the client notices
• Own the client experience tracker, the single source of truth for where every relationship stands
• Run check-ins that are actually useful, not status theater. Work with team leads as the accounting-side contact for each client
• Keep the number of names a client has to remember small, so they always know who to go to
• Own escalated client situations from first contact through resolution with composure, clarity and follow-through
• Figure out what's really going on: a service issue, a communication gap, a mismatch in expectations, or something else
• Connect the client and the accounting team without throwing either side under the bus
• Document every resolution and close the loop, every time. When you take something further, bring the full context with it

• Handle requests for refunds, credits or fee adjustments. Judge each one on its merits, respond with facts, and find a resolution that's fair to both the client and Crew
• Know Crew's fixed-fee model well enough to explain and defend it, especially when a client compares it to an hourly arrangement
• Spot when a fee dispute is really a communication failure, and fix the communication, not just the invoice
• Catch scope creep early and have the conversation before the invoice does. Bring in leadership on contract amendments or formal negotiations
• Twice a year, identify which clients should get a standard fee increase, and which shouldn't
• Lead the client conversation when fees go up, including when it makes sense to stagger an increase over time
• Own the client conversation when payments fall behind. When an account may need to pause until it's current, give leadership your read so they can make the call

• Review account margins every month and flag low-margin accounts to team leads
• Check in with team leads and controllers on accounts that stay low-margin, and work out together what can be delegated and where a rescope is needed
• Set the monthly priority list of clients to reprice or rescope, and kick off each rescope. Because you hold the full context, the conversation with the client is an informed one