CX Lead

Aero Cloud is the new-age operating system for airports aiming to grow. Our suite includes Airport Operating Systems (AOS), PPS, and Passenger Flow Management solutions, empowering airports to gain deep insights into the movement of passengers and aircraft around the world.

We achieve this by becoming the airport’s first call for technology. Whether in times of need or growth, we stand alongside our clients, offering support through innovative software that drives their success.

At Aero Cloud, being the airport’s first call means exceeding expectations at every customer interaction. This is not just a goal; it’s our standard. We prioritize detail, diligence, and a proactive approach in everything we do. If there’s a task to be completed, we see it through. If a customer needs an answer we don’t yet have, we respond promptly to let them know we’re on it.

We believe in keeping our team informed, being transparent, and maintaining accountability at every step.

Every product area at Aero Cloud is run by a pair: a CX Lead and a Product Engineer, jointly accountable for the outcomes of that area. It is a deliberate, structural version of the "CEO and CTO of the product" model. You own the what and the why. Your Product Engineer owns the how.

That pairing already runs across our established areas. What you will shape is your own pair: how the two of you split decisions, where you defer to each other, and how you hold a shared line in front of customers and internally. Nobody hands you that division of labour. You and your Product Engineer agree it, and you are both judged on the same outcomes.

Delivery accountability is shared with the Engineering Manager for your area, working to our Head of Engineering. You are not the delivery manager and you are not the person allocating engineers. You are the person who can say, with evidence, which problem is worth solving next and what it costs us to wait.

Regular travel to airports across North America, Europe and the UK, heaviest in North America.

Working with our customers — about 70% of your time

• Ongoing discovery with customers. Airport operations teams, airline ground handlers, duty managers, IT. Sitting in operations centres, at gates, at bag drop, watching how the job actually gets done
• Working with Customer Success as your ground truth on customer health. CS sees the friction daily. You bring that into the same product-health lenses engineering uses, with the same definitions
• Working with Sales early in live opportunities. Not to close deals, but so that what we commit to is grounded in what we understand and what we can build

Working with the product teams — about 30% of your time

• Owning a problem backlog for your area — not a feature list. Every item names the customer, the problem, and the cost of delay if we do not solve it. If we cannot name the person and the problem, we do not build it
• Owning your area's roadmap. You bring it to the weekly stakeholder meetings and you present it at the leadership roadmap review. It is your roadmap, not one you inherit
• Defining what success looks like before work starts, and then checking whether it happened. We run product areas on four lenses: new users, returning users, successful journeys, and value created
• Pulling those numbers from live sources, with definitions locked before the pull. We do not infer per-customer or per-module behaviour from company averages, and we do not include a figure we cannot show the method for
• Running a team synthesis session after every round of research, before anything moves onto a roadmap. Even when the team thinks it already agrees. This is our control against confirmation bias, and it is not optional
• Helping us build…