Squad Lead (m/f/d)

You run your customer segment like your own business and report directly to our CEO. You are responsible for whether the segment is growing and whether it is calculated – not whether a backlog has been processed. One thing we say is open because you would remember it in the first week anyway: Your authority doesn't get out of the organigram at the beginning. You run your squad professionally, not disciplined. Whoever works with you does this because your prioritization convinces – not because you are authoritative. If this irritates you instead of slows down, this is your role. This means: • Control segment: You are responsible for customer growth and contribution to your segment and control the Funnel end to end – acquisition, conversion, activation, Churn. You meet investment decisions along CLV and CAC, not according to belly. • Set strategy and focus: You decide where your segment is developing – and where we are consciously not playing. Focus is a decision with us, no consequence of missing resources. • Lead with the product: Together with your Product Manager, you create the Squad's leadership duo and make sure that every initiative pays for a clear commercial goal. • Cross-functional: You bring growth, product, operations and platform teams in one direction – with clarity, numbers and reliability instead of hierarchy. • Use the platform instead of rebuilding: billing, changing processes, market communication, fire and trading are already in place. You're going to do it instead of duplicate. • Team shape: In case of occupations in your squad, you enter your technical assessment and evaluate in the professional interview. You don't meet the decision on your own – you're very well entitled to the level. • Keep pace without burning: short decision-making and fast iterations: unperfect action before perfect analysis. High speed is created with us from rigorous prioritization, not from 24/7 – you protect the focus of your team. Your results We think in results, not in task lists. We look at the following points in your check-ins after 3, 6 and 12 months – as a common plan, not as an exam.

Month 3 (Ramp-up) • You have penetrated your segment: Funnel, cohorts, cover contributors and customer behavior you know from the data, not from narratives. • A prioritized segment strategy is present – including the topics that we deliberately do not address. • Your squad knows goals and priorities, and collaboration with the platform teams is played. • You work with your Product Manager as a guide duo – the role division is cleared, not negotiated.

Month 6 (Performance) • You achieve your growth and coverage goals consistently. You recognize deviations early and address them with measures instead of with explanations. • At least two own initiatives are live and their effect on the segment result is confirmed. • Your squad works on your goals, although no one is subordinate to you – because your prioritization is and keeps track. • You gradually take control of the P&L segment and work into the cost side.

Month 12 (Scale) • You are fully responsible for the P&L of your segment – growth and profitability are yours. • Your segment grows planable, and the Unit Economics carry growth. • You represent your segment in the leadership circle with your own number base and position. • How your squad works is transferable to other segments – you have built a model, not a single case. • The CEO is not bottleneck for your Sparringspartner segment.

We deliberately have no resume filter in this role. Whether you're coming from a consultancy, a startup or a group, we don't know if you're going to run anything. We're interested in what you've seen. • You have built something that would not exist without you: a business, a product, a channel, a team. Concretely callable, with your name. • You have turned a number: and you can say which to how much, in which period – and which part of it was really your contribution. • You move people without authority: You've already put people behind a target that wasn't under your control. This is not ancillary in this role, but the main discipline. • Commercial substance: Unit Economics, Pricing, Funnel-Metriken, CLV and CAC. You model a business case yourself and notice if an acceptance does not wear. • Analysis and implementation in one person: You are structuring a problem in hours and are in implementation the next day – not in the vote. • Grit: You have held on something that has not worked for a long time, and can tell what you have changed – instead of who was guilty. • Presence: Munich or Berlin, regularly on site. A squad is badly removed. • Nice to have: experience in the energy market – dynamic tariffs, smart meters, HEMS, EV or home storage · Experience in an environment where the processes have not yet stood · Experience in the control of cross-functional teams with their own results responsibility. How you tick • Hungry & gritty: High initiative, strong ownership. “Not my job” does not occur in your vocabulary. • Bold & pragmatic: You take calculated risks to raise relevant growth, and learn quickly if something does not stop. • Data drive: You decide on data instead of assumptions and know the metrics that really move your business. • Direct & constructive: You communicate clearly, provide usable feedback and keep you and people at high standards. • Builder, no slide painter: You prefer to build processes as presentations – but you can both when it counts.

• Your own business in the company: You are responsible for a customer segment end to end instead of a department – with direct wire to the CEO and a voice in the leadership circle. • A framework that grows: you start with growth and cover; full P&L responsibility comes as soon as the segment and you are played. We don't promise you any authority we haven't given yet. • Platform instead of cold start: billing, change processes, market communication, brand and trading stand. You're building on something instead of starting at zero. • Design room: The squad model is young. You shape how it works – and what we reject again. • participation: Through our employee participation program, you participate in the company you are building. • Culture: High demand, real prioritization instead of permanent load. We celebrate new ideas and approaches, take learning seriously and know that life sometimes comes in between when you want to do your best work. Your extras Member:internal discount for the RABOT Energy Electricity Tariff Urban Sports Club Partnership + Deutschlandticket