Director of Self Serve

<h2><strong>What do we do?</strong></h2><p style="min-height:1.5em">Paddle offers digital product companies a completely different approach to their payment infrastructure. Instead of assembling and maintaining a complex stack of payments-related apps and services, we’re a Merchant of Record for our customers. That means we take away 100% of the pain of payment fragmentation. It’s faster, safer, cheaper, and, above all, way better.</p><p style="min-height:1.5em">We’re backed by investors including KKR, FTV Capital, Kindred, Notion, and 83North and serve over 10,000 software sellers in 245 territories globally.</p><h2><strong><br />The Role</strong></h2><p style="min-height:1.5em">Self-serve today represents a meaningful part of Paddle's revenue. This role owns the commercial mandate to grow that significantly. Not just to run self-serve, but to build the strategy for where and how it scales, and execute against it.</p><p style="min-height:1.5em">We're hiring a Director of Self-Serve to take full commercial ownership of Paddle's self-serve motion, running and scaling it as a business line. Self-serve is a material and fast-moving part of our revenue, and it needs an owner who thinks in unit economics, not just funnel metrics.</p><p style="min-height:1.5em">You'll set the strategic direction, and work across Finance, Product, Engineering, Demand Generation, Partnerships, and RevOps to align everyone behind it. Getting this right is a genuinely cross-functional endeavour, and your ability to bring people with you will be just as important as your commercial acumen.</p><p style="min-height:1.5em">You'll operate with a small, focused team including engineering capacity. This is a role for someone who wants to build and run the engine hands on, not manage through layers.</p><h2><strong><br />What you'll do</strong></h2><p style="min-height:1.5em"><strong>Own the line.</strong> Carry the commercial number for self-serve end to end, from acquisition through adoption, to revenue and net retention. Own the unit economics, and how they improve.</p><p style="min-height:1.5em"><strong>Set the strategy.</strong> Form a clear commercial view of where self-serve creates value, ensure Finance and Product alignment, and translate it into a plan the business can execute against.</p><p style="min-height:1.5em"><strong>Own activation and time-to-value.</strong> Evolve who and how we onboard through self-serve, how we nurture them through lifecycle stages, and the in-product experience that gets them to value fast. Increasing volume while decreasing time-to-value, not trading one for the other. You fundamentally approach the self-serve experience as a product, running structured discovery and experimentation, not defaulting to only marketing levers.</p><p style="min-height:1.5em"><strong>Shape the demand.</strong> Define the customer profile that makes the economics work and work collaboratively with Demand Generation on the targeting you need, co-owning a single funnel against a shared ICP.</p><p style="min-height:1.5em"><strong>Orchestrate cross-functionally.</strong> Codify the work into clear streams with clear owners, influence the Product, Engineering, and Risk roadmaps, and run a regular business cadence that keeps people aligned on priorities and impact.</p><p style="min-height:1.5em"><strong>Deepen partner integrations.</strong> Work hand-in-glove with Partnerships to turn distribution relationships into deep well-integrated channels, owning the commercial outcome of partner-sourced volume.</p><p style="min-height:1.5em