Merchant Onboarding Manager
KSAOn-siteFull-time
AI Summary
As a Merchant Onboarding Manager, you will lead and support a team of Merchant Onboarding Executives responsible for activating Tabby’s merchant partners. You’ll play a critical role in refining processes, driving performance, and ensuring operational excellence across the onboarding funnel.This role requires a detail-oriented and proactive leader with strong people management skills, exceptional organization, and a hands-on approach to both team development and operational execution.
About this role
As a Merchant Onboarding Manager, you will lead and support a team of Merchant Onboarding Executives responsible for activating Tabby’s merchant partners. You’ll play a critical role in refining processes, driving performance, and ensuring operational excellence across the onboarding funnel.
This role requires a detail-oriented and proactive leader with strong people management skills, exceptional organization, and a hands-on approach to both team development and operational execution. You’ll not only manage day-to-day workflows and escalations, but also drive forward special projects, dashboard reporting, and internal process optimization to support scalability and continuous improvement.
Key Responsibilities
Key Responsibilities
1. Team Leadership & Sales Culture
- Hire, train, and lead a large team of Inside Sales Managers and Executives.
- Build a high-performance culture focused on distinct KPIs: Call volume, connect rates, conversion rates, and time-to-live.
- Coach managers on driving daily productivity and holding their teams accountable.
- Foster a culture of trust, directness, and psychological safety, while maintaining uncompromising standards for output.
2. Tech-Enablement & Pre-Qualification - Lead the integration of technology (AI, automation, or CRM tools) to automate the pre-qualification of leads before they reach the sales team.
- Design workflows where technology handles the heavy lifting of vetting, allowing your sales team to focus solely on high-quality, convertible merchants.
- Continuously audit our sales stack to remove friction and increase "selling time" per agent.
3. Operational Ownership (The Funnel)
- Own the end-to-end funnel metrics
- Identify leakage points in the funnel. If merchants are stalling at the "Approved" stage, you find the root cause and fix it.
- Review numbers daily/weekly. Challenge performance narratives with data, not feelings.
- Balance speed with quality, ensure we are launching merchants fast, but also launching them correctly so they transact immediately.
4. Process Design & Continuous Improvement
- Design and document SOPs and Playbooks for the sales and onboarding teams.
- Remove bottlenecks by clarifying dependencies between Sales, Risk, and Ops.
- Drive structural fixes over manual workarounds. If a process requires constant escalation, it is broken—you are here to fix it.
5. Performance Management & Reporting
Define clear success metrics (Daily Activity, Pipeline Health, Activation Speed) and ensure consistent tracking via dashboards.
Define clear success metrics (Daily Activity, Pipeline Health, Activation Speed) and ensure consistent tracking via dashboards.
- Collective Performance Model: Implement a structure where team success dictates individual success. Ensure transparency in how targets are set and reviewed.
- Hold managers accountable for outcomes (revenue/live merchants), not just outputs (number of calls made).
6. Cross-Functional Alignment
Act as the primary bridge between RevOps, Risk, Legal, Product, and Tech.- Translate cross-functional constraints (e.g., changes in Risk policy) into clear execution plans for your sales floor.
- Escalate strategically, bring solutions and context, not just noise.
What Success Looks Like
- High Efficiency: High volume of calls/activities yielding high conversion rates due to effective pre-qualification tech.
- Speed to Lead: Merchants are contacted, signed, and activated rapidly.
- Predictability: Targets are hit consistently without end-of-month panic/firefighting.
- Strong Leadership: You have built a layer of strong managers who can run the floor independently