General Manager, Flex

• 7 to 12 years in investment banking, private credit, private equity, venture, or a senior commercial seat inside venture and private equity. You have a demonstrable record of originating business, not servicing it
• An active network in venture and private equity. You can name the 50 people who matter and most of them would take your call this week
• Fluent in how funds and their portfolio companies move money: capital calls and distributions, portfolio treasury and credit, operating-partner priorities, and what a portfolio CFO requires to move a banking relationship
• Comfortable structuring partnerships, negotiating referral economics, and working through a term sheet without support
• You build your own models. Banker-level Excel and a working understanding of the unit economics of deposits, cards and credit

Desirable

• Flex is hiring a General Manager to build and run its venture and private equity business
• You own the sector end to end: the strategy for winning it, the relationships and partnerships that open it, the product priorities it needs, and the P&L it produces
• You build on Flex’s platform, balance sheet and teams, and you are responsible for making Flex the primary financial institution for venture and private equity
• The role is modeled on sector coverage at an investment bank
• You decide which relationships matter, which partnerships can move hundreds of owners onto Flex at once, and what the product must deliver to win them
• Flex’s product, credit, risk and member experience teams execute and service alongside you
• The role reports directly to the CEO
• Funds are the most efficient path to hundreds of owners at once
• A sponsor that standardizes its portfolio on Flex, or a venture firm whose founders bank with Flex from their first wire, delivers in one decision what would otherwise take a hundred
• The decision sits with general partners, fund CFOs, operating partners, fund administrators and fund-finance lenders
• The General Manager owns those relationships
• Own the sector P&L. You are accountable for one number: owners in venture and private equity banking with Flex and the revenue they generate. You build the model behind it, report against it weekly, and answer for it
• Map the sector and cover it. Within 90 days you have identified the 200 people who move venture and private equity and have a coverage plan for each. From then on, that is where your time goes
• Originate. Bring owners and firms to Flex directly, through dinners, site visits, conferences, portfolio days and referrals. You represent Flex in your sector and you are expected to be present in it
• Structure the partnerships that move the sector. A sponsor rolling Flex across its portfolio. A venture firm’s founder perks program. A fund administrator or fund-finance lender referral. An accelerator or emerging-manager platform. You identify them, negotiate them, and own the relationship after signature
• Set the product agenda for your sector. You tell product leadership what owners require before they will move their primary banking relationship, in what order, and why
• Build the team as the book grows. You begin with Flex’s account executives, account managers and member experience team supporting you. When the pipeline exceeds what one person can cover, you hire and lead your own sector team
• Work AI-native. Research, relationship tracking, outreach and modeling run on tools you build or adopt, so your time goes to relationships

• How To Prepare:
• As part of the application, please be prepared to submit a one-pager along with your CV on how you would bring venture and private equity to Flex. It should cover:
• The sector and its owners. Who they are, how many of them fall in Flex’s range, how they make money and where their capital gets tied up
• What they need from a bank. The products and terms that would make owners in the sector move their primary relationship, and in what order
• The map. The 20 to 30 people and institutions that move the sector, and how many of them you know personally
• The first three partnerships. The programs that would put hundreds of owners on Flex at once, and why each counterparty would say yes
• The investment and the return. A light P&L for the sector: what Flex would need to put in over the first two years (people, product, partnership economics, marketing) and how that investment comes back, in the form of owners banking with Flex and the revenue they produce. We are looking for the shape of the business and the logic behind it
• The plan and the team. How you will build this out and what you will need to do it
• Treat it as a coverage pitch. Bring the map, the partnerships and the economics, and be ready to defend each one