Chief Growth Officer, Crypto Exchange

Chief Growth Officer — CXM Group Crypto Exchange

Fully remote (EU timezone preferred) · Reports to Crypto Exchange CEO (interim: Group CEO) · Owns the growth function end-to-end

The liquidity problem is already solved — what doesn't exist yet is the growth playbook, and this role owns it from day one.

Most exchange growth mandates ask you to spend your first year chasing liquidity, convincing partners the product is real, and waiting for infrastructure to catch up to your ambitions. This one is different. CXM Group's retail centralised exchange is already live. Liquidity is sourced via prime exchanges. An established IB network — built through the group's existing multi-asset broker business — is primed for crypto activation. The blank sheet isn't the product. It's the acquisition playbook, and that's yours to write.

The primary bet is declared: IB-referred spot and perps trading as the lead acquisition channel, with CFD client conversion as a second-phase lever once the flywheel is turning. Your mandate is to confirm that hypothesis — through structured pilots with real stopping rules — or replace it. If it holds, you scale. Either way, you make the call on data.

This is a hands-on distribution role at the strategic level. In the early phase, you personally close the anchor IB relationships that validate the referral model. You equip country managers to activate their markets. You translate what IBs and customers are actually responding to — fee sensitivity, onboarding friction, product gaps — into clean demand signal for the CEO's roadmap decisions. The upside is tied directly to exchange growth performance.

Why this beats the seat you're in now

• You inherit the starting line most growth leads spend a year reaching. Live product, sourced liquidity, a warm IB network — the infrastructure problems are solved before you arrive.
  - The hypothesis is declared, not vague. You're not walking into "figure out growth." You're validating a specific channel bet, with a clear timeline and the authority to kill it if the data says to.
  - The distribution network is warm, not cold. Existing IBs already have relationships with CXM Group. Crypto activation is an extension, not a cold start.
  - A CFD conversion pool you don't have to build. An established base of CFD traders with natural appetite for spot and perps exists as a Phase 2 channel — ready when the primary flywheel is turning.
  - Downside capped by group infrastructure. You operate under the regulatory, operational, and financial umbrella of an established multi-asset group. The execution risk is yours; the existential risk is not.
  - Compensation reflects the upside. Base salary, profit share tied directly to CEX growth performance, and a cross-referral incentive for directing clients across CXM Group divisions.

This is for you if

• You've personally built or activated an IB or partner network — not inherited one — and you've closed the anchor relationships that made it move.
  - You've run structured acquisition pilots with real hypotheses and real stopping rules, and you're comfortable being the one who kills a bet, including your own.
  - You understand CEX mechanics — spot, perps, order book, onboarding economics — well enough to translate IB and customer feedback into product input without a translator.
  - You're currently a VP or Head of Growth, Partnerships, or IB Networks at a retail CEX, forex, or CFD platform and you've outgrown what the role can actually give you.
  - You can drive outcomes in a structure where you own the growth motion but not the P&L — and you know the difference between noise and a clean signal worth escalating to a CEO.
  - You want a seat close enough to the top that your judgment shapes the business, not just your team's targets.

Your first year

The first phase is immediate and personal. You identify and close the anchor IB partners whose activation sets the standard for everything that follows — this is hands-on relationship work, not delegation. In parallel, you equip country managers with the tools, commission structures, and product knowledge to run activation in their markets. By Q4 2026, you've run a structured pilot programme, read the cohort data, and made a clear call: the primary channel hypothesis holds and you shift to scale mode, or it doesn't and you redirect resources. Either outcome moves the business forward. If the hypothesis is confirmed, Phase 2 opens: activating the existing CFD client base as a conversion channel into spot and perps, with the IB infrastructure already beneath it. Throughout, you're the demand-signal function for the CEO — translating what the market is actually telling you into decisions about fees, product, and sequencing.

The ask

If this is the mandate you've been waiting for, tell us in a few lines: what's the first thing you'd want to know about the existing IB network before deciding how to activate it?

Originally posted on Himalayas