Who you are

- 4 to 7 years in product operations, business operations, chief of staff, strategy or FP&A; roles in a B2B SaaS or fintech scale-up

- You have built a revenue or margin model that other teams relied on to decide, and you can say where it was wrong and what you changed

- You have changed how an organisation decides something without authority over the people involved, and you can show the before and after

- Strong quantitative skills: Sheets to a high standard, SQL, and the judgement to build a defensible case from imperfect data

- Fluency with AI tools and high leverage from them, with concrete examples of how they changed the speed and quality of your work

- Product instinct: you start from the value delivered to the customer, and you can tell a capability that has earned a price from one that has not

- Commercially grounded: a pricing decision only counts if a salesperson can sell it and a customer can understand it

- You can say no to senior people with data, stay in the room, and make the decision stick across Finance and Sales once it is taken

- Exposure to pricing or monetisation work, and to fintech or payments economics (interchange, cashback, FX), is a plus

- Business fluency in English; French is a strong plus

- Entrepreneurs. We rely on entrepreneurial spirit always as we are still on chapter 1 of our story

What the job involves

- We're looking for a Product Operations Manager, Pricing & Monetisation to make pricing at Spendesk a product decision: measured, deliberate, and fair to the customer

- This role sits at the intersection of product, finance and go-to-market. Spendesk earns revenue from software subscriptions and from payments (interchange, FX)

- Every packaging choice, every discount and every price increase moves both, and today those decisions are taken in many places with too little data

- As Product Operations Manager,



your role is to give product groups, Finance and Sales one view of what our pricing does, one place where monetisation decisions get made, and a standard for when we have earned the right to price something

- You recommend; you do not run the billing machine. Your recommendation is the default decision, and the leadership team departs from it in writing, not in a thread

- You work as a peer of our Product Operations lead and with the Group Product Managers who own our product lines

- Reports to: Chief Product Officer

- Build the measurement: revenue net of discounts and cashback by product line and segment, net revenue retention by package, add-on and attach economics, discount leakage, and an allocation rule for the core platform that Finance and Product both sign

- Run the monetisation review, the forum where packaging and pricing decisions get made: pre-reads, options, decision log and follow-through.

Group Product

Managers propose, the review decides

- Own the annual price increase recommendation: who, how much, when, and what we offer in exchange. Design it around the state of our relationship with each customer (adoption of what shipped, account health, recent incidents) and measure it cohort by cohort on net uplift after churn and rollbacks

- Recommend on contract structure too: annual and multi-year contracts, what we trade for them, and how they interact with the increase

- Keep one price book: plans, add-ons, coupons and migration rules,



including the move of legacy plans to the current packaging, as a single source of truth. Write the requirements for pricing and billing tooling, delivered by the Customer Operations squad and the data team

- Be the monetisation question at the problem gate of every new capability: has the team earned the right to price this, which mechanism is fair to the client, and how will we know. Define the monetisation metric with the PM at launch, then come back and measure it

- Inform without owning: bring models and recommendations to the Financial Services team on cashback and to the AI product team on agent pricing

- Know when not to touch the lever: recommend against an increase, a discount or a new package when the evidence says so, and defend it in front of the leadership team

- Turn pricing at a software-and-payments company into a discipline, from the first model to the first decision

- Sit at the table where the leadership team decides how Spendesk makes money, with a mandate to recommend and the data to back it. Your read-outs reach the board
- A role built to grow: as product groups take ownership of their P&L;, this role grows into the company's monetisation lead

- Join a culture that values autonomy, trust, and shipping fast, without losing sight of quality

Benefits

- Transport reimbursement: Monthly contributions to your transport card (metro, bus or train)

- Offsites and events: Regular team events to exchange with other Spendeskers and get to know each other better

- Annual leave: 28 days per year to rest and relax

- €50 on your Spendesk card: To buy anything you need for work
- For Spendeskers with kids: Generous parental leave & a lot of flexibility for working parents

- Great offices: In the hearts of Berlin, London, Madrid, and Paris

📌 Product Operations Manager (Barcelona)
🏢 Spendesk
📍 Barcelona