Global Head of Customer Experience

About this role

Global Head of Customer Experience
Reporting Line
Reports directly to the Group CEO. Senior leadership role with dozens of direct and indirect reports across customer-facing functions.
Location
Fully remote. Candidates based in or near one of our hubs — Dubai, Kuala Lumpur, Limassol, or Bangkok — are strongly preferred. Occasional travel to company locations and key markets. No relocation requirement.
General Purpose
This is one of the broadest CX mandates in multi-asset brokerage: ownership of every client touchpoint across forex, crypto, prop trading, prediction markets, and education, with a direct line to the Group CEO and dozens of people behind you. The role exists to turn that scale into a structural advantage — building a single, coherent client experience where today there are fragmented journeys, and making that experience the reason clients choose us and stay.
Like most brokers, our client functions have grown in silos — onboarding, support, retention, and product experience each doing their own thing, with no shared logic and no single owner. That's the problem this role was created to fix.
The candidate who thrives here won't be managing a tidy function; they'll be the first person to own the full picture, with the seniority and remit to actually change it.
The competitive bet is specific: in a market where most multi-asset brokers compete on price and acquisition, we intend to win on retention and trust. This role is how we do that.
Specific ObjectivesPhase 1 — Diagnose (days 1–90)
The firm knows exactly where its client experience is broken
Within 90 days, a rigorous, evidence-based assessment exists across all products and touchpoints — forex, crypto, prop trading, prediction markets, and education — with gaps, friction points, and churn drivers named by root cause. This is the gate. Nothing in Phase 2 is possible without it. The audit will require navigating entrenched team boundaries and producing findings that are acted on, not shelved.
Phase 2 — Build (months 3–9)
Clients get support that's measurably better than the market
Support performance across all business lines sits consistently in the top quartile vs. a regularly updated competitive benchmark — measured across response time, first-contact resolution, self-service adoption, and automation coverage, including modern AI tools.
The firm's highest-value clients stay and spend more
A structured VIP programme is running — dedicated coverage, proactive engagement, retention workflows — with double-digit churn reduction in the VIP segment by month 12.
The function scales with the business, not against it
Operating models, tooling, and governance exist that let the function grow with both client volume and new product lines without headcount growing proportionally. The numerical drivers of CX capacity are defined, and technology delivers measurable year-on-year reduction in human labor per client interaction.
Experience failures are caught and contained before they hurt the business
Tiered CX SLOs are defined across all critical client journeys — trading execution and funding at the tightest thresholds, onboarding and support at appropriate levels. The toil ratio — the share of CX incidents requiring human intervention vs. automated resolution — falls year-on-year as automation matures.
Phase 3 — Commercialise (months 9–12)
CX is a quantifiable business driver, not a cost centre
By month 12, there's a clear, evidenced link between CX improvements and business outcomes: conversion rates, trading volume, retention, and referrals. End-to-end analytics — predictive and prescriptive — turn client data into forward-looking decisions, not backward-looking reports.
Key Activities
Run a structured CX audit
Map every client touchpoint across forex, crypto, prop trading, prediction markets, and education — talk to internal stakeholders, dig into support data, and produce a prioritised gap assessment that names friction points and churn drivers by root cause.
Design the CX operating model
Build the governance structure, team ownership, and process logic that brings previously siloed functions — onboarding, support, retention, product experience — under a single framework. Own the architecture decisions and drive adoption across the organisation.
Run and improve support operations
Manage day-to-day support performance across all business lines, with targets set against a live competitive benchmark. Lead deployment of AI-powered tools and automation to drive step-change improvements, not incremental ones.
Build the VIP client programme
Design the coverage model for high-value clients — dedicated relationship management, proactive engagement, retention workflows — and own the commercial outcomes for this segment against double-digit churn reduction targets.
Make CX operations scale
Design operating models, tooling, and governance that grow with client volume and new product lines without proportional headcount growth. Define the numerical drivers of CX capacity and implement technology that delivers measurable year-on-year efficiency gains.
Deploy CX health monitoring
Build automated systems that track client experience in real time. Define tiered CX SLOs calibrated to journey criticality — tightest thresholds for trading execution and funding, appropriate levels for onboarding and support. Drive the toil ratio down year-on-year, with self-healing where possible and clean escalation where not.
Align the organisation around CX outcomes
Work with product, marketing, compliance, and commercial teams to embed client experience logic into roadmap decisions, campaign design, and new product launches — so CX is a design input, not a post-launch fix.
Measure and report CX as a commercial driver
Own the analytics framework — predictive and prescriptive — that connects CX performance to business outcomes: conversion, trading volume, retention, and referrals. Report at leadership level and use it to drive decisions, not just describe the…