Head of Inhouse Sales Germany (m/w/d)
Sales & Business Development
Berlin, Germany
Posted on Jul 1, 2026
Inhouse Sales is one of Portfolio's two core value-capture engines, alongside Retention, reporting to the Portfolio Director. The organization is roughly 40 FTEs today, scaling to 70 by end-2026 and 100 by end-2027. This is a manager-of-managers role: you lead through Team Leaders and are judged on whether they can run their teams without you, while staying hands-on when a motion isn't converting or a Team Leader isn't hitting standard.
The Mission
Increase the value of Flatpay's existing German merchant base through the motions Inhouse Sales owns: upsales, takeovers, new sales, sold via outbound and teleclose. The scope will keep expanding (capital, e-com, banking), so the role is defined by the operating model you build, not today's product list.
Why This Role Matters
As Germany's portfolio grows and value levers multiply, surcharge, capital, DCC, e-commerce, Inhouse Sales stops being a call centre and becomes the mechanism through which Flatpay systematically captures value it already paid to acquire. This is one of the highest-leverage hires Portfolio will make this year.Commercial strategy and execution. Set the strategy, decide resourcing across merchants, products, and campaigns, and hold the organization to targets tied to real financial value, not just installations.
Performance and business understanding. Diagnose whether a gap is people, targeting, proposition, process, incentives, or data quality, before it shows up in NDR. Requires fluency in conversion, rate uplift, CBM, cancellations, infancy churn, and CAC payback.
Leadership and organizational scaling. Build a Team Leader bench and succession pipeline. Design org structure, spans of control, and management routines for 70 then 100 FTEs without losing speed or customer quality. Recruit the leadership talent this scale needs.
Sales culture. Competitive, ambitious, accountable, with managers actively managing performance rather than reporting it. Merchant quality over raw activity metrics.
Operating model and process. Own cadences, forecasting, pipeline reviews, allocation, campaign management, and CRM discipline. Build onboarding and QA that gets sellers productive fast. Shape commission structures that reward the right behavior.
Cross-functional leadership. Partner with Retention, Marketing/MCC, Field Sales, Onboarding, Operations, Product, Finance, and Data. Turn frontline signal into fixes rather than excuses. Represent Inhouse Sales at Germany and Group leadership level.
What Success Looks Like
Installation growth built on merchants that stay and expand. Rising surcharge/POS adoption, rate uplift, and CBM. Falling avoidable cancellations and early-life deactivations. Measurable contribution to NDR. On-schedule scaling with accurate forecasting. A strong, increasingly independent Team Leader layer with low regretted attrition. New motions launching on time and ramping as planned.Leadership Style and Personal Characteristics
First, a salesperson: driven, competitive, allergic to passive execution, but with genuine curiosity about merchant economics and portfolio dynamics, able to turn a data pattern into a specific action. Direct and accountable without hiding behind process. Hands-on when execution breaks, but building leaders and systems deliberately since 100 FTEs can't run on your personal involvement. Not corporate, not politically cautious, more interested in building something than inheriting something finished.
Must-haves
Nice-to-haves
The Mission
Increase the value of Flatpay's existing German merchant base through the motions Inhouse Sales owns: upsales, takeovers, new sales, sold via outbound and teleclose. The scope will keep expanding (capital, e-com, banking), so the role is defined by the operating model you build, not today's product list.
Why This Role Matters
As Germany's portfolio grows and value levers multiply, surcharge, capital, DCC, e-commerce, Inhouse Sales stops being a call centre and becomes the mechanism through which Flatpay systematically captures value it already paid to acquire. This is one of the highest-leverage hires Portfolio will make this year.Commercial strategy and execution. Set the strategy, decide resourcing across merchants, products, and campaigns, and hold the organization to targets tied to real financial value, not just installations.
Performance and business understanding. Diagnose whether a gap is people, targeting, proposition, process, incentives, or data quality, before it shows up in NDR. Requires fluency in conversion, rate uplift, CBM, cancellations, infancy churn, and CAC payback.
Leadership and organizational scaling. Build a Team Leader bench and succession pipeline. Design org structure, spans of control, and management routines for 70 then 100 FTEs without losing speed or customer quality. Recruit the leadership talent this scale needs.
Sales culture. Competitive, ambitious, accountable, with managers actively managing performance rather than reporting it. Merchant quality over raw activity metrics.
Operating model and process. Own cadences, forecasting, pipeline reviews, allocation, campaign management, and CRM discipline. Build onboarding and QA that gets sellers productive fast. Shape commission structures that reward the right behavior.
Cross-functional leadership. Partner with Retention, Marketing/MCC, Field Sales, Onboarding, Operations, Product, Finance, and Data. Turn frontline signal into fixes rather than excuses. Represent Inhouse Sales at Germany and Group leadership level.
What Success Looks Like
Installation growth built on merchants that stay and expand. Rising surcharge/POS adoption, rate uplift, and CBM. Falling avoidable cancellations and early-life deactivations. Measurable contribution to NDR. On-schedule scaling with accurate forecasting. A strong, increasingly independent Team Leader layer with low regretted attrition. New motions launching on time and ramping as planned.Leadership Style and Personal Characteristics
First, a salesperson: driven, competitive, allergic to passive execution, but with genuine curiosity about merchant economics and portfolio dynamics, able to turn a data pattern into a specific action. Direct and accountable without hiding behind process. Hands-on when execution breaks, but building leaders and systems deliberately since 100 FTEs can't run on your personal involvement. Not corporate, not politically cautious, more interested in building something than inheriting something finished.
Must-haves
- Significant experience leading a high-performance sales org with real commercial ownership
- Experience managing managers, not just individual contributors
- Track record of scaling a sales team and the structure underneath it
- Strong analytical instincts: funnels, conversion, incentive design, forecasting, data-driven decisions
- Background in inside sales, telesales, or another high-velocity commercial environment
- Strong communication and senior stakeholder management
- Fluency in English; German fluency a strong advantage
Nice-to-haves
- Fintech/payments/SaaS experience; experience designing commission schemes.
- Payments experience is not a substitute for commercial intelligence and leadership capability.
- A high level of responsibility, short decision-making paths, and direct influence on building our German sales organization
- A fast-growing fintech environment with a clear product, transparent pricing structure, and strong market potential
- Personal development through coaches, mentors, and a professional e-learning system
- Subsidy for the Deutschlandticket or BVG subscription
- Subsidy for Urban Sports Club membership
- Lunch vouchers for four meals per week
- Free drinks and protein snacks in the office
- Modern workstations with high-quality equipment and height-adjustable desks
- Subsidy for company pension scheme
- Up to 28 vacation days, depending on length of service
- Regular team events, offsites, and celebrations