Commercial Director

Bamboo Card is a Dubai-based B2B distributor of digital prepaid products and a rewards fulfilment partner to enterprises worldwide. Since 2018 we have built a catalogue of more than 3,500 products across over 80 countries, delivered through our client portal and API. More than 1,000 enterprise clients rely on us to power rewards programmes, employee incentives, customer acquisition campaigns and marketplace inventory. We sit in one of the fastest-growing corners of the payments ecosystem with the banking infrastructure and supplier relationships that make global digital rewards work at scale.
Bamboo Card has built genuine commercial strength in each of its channels. What we are now creating is the
integrating layer above them, a Commercial Director: one leader who owns the total number, sets the commercial strategy across direct sales, marketplace and partnerships, and makes the trade-off decisions between them.
This is the most consequential appointment in the company. You will report directly to the CEO, lead the Revenue function and its sub-teams, hold the commercial P&L, and have real authority over pricing, terms and channel strategy within an agreed margin framework. It will suit someone who has run a multi-channel commercial organisation before and wants the scope to shape one rather than administer it.
You will lead three commercial sub-functions, each with its own team lead reporting to you:

• Business Development: new enterprise client acquisition across international markets and territory strategy
• Partnerships: commercial relationships with brands and suppliers, catalogue expansion, exclusivity and terms negotiation.
• Account Management: Account growth and retention across the existing base.

• 8+ years in commercial leadership within B2B digital commerce, payments, marketplaces, distribution or the rewards and incentives sector.
• Direct experience owning a revenue number at company or major-division level, not a single sales team.
• Proven track record leading business development and partnerships simultaneously — not one at the expense of the other.
• Strong command of distribution economics: margin, volume, mix, exclusivity and the trade-offs between them.
• Experience managing commercial teams of five or more, including team leads.
• Genuine international commercial experience across multiple markets.
• Rigorous with CRM, pipeline management and forecasting, and able to impose that rigour on a team.
• Obsession with numbers and results.

The Revenue
Total company revenue and gross margin. You will build the annual commercial plan, break it into channel, territory and team targets, and report performance against it to the CEO on a weekly cadence with the forecast discipline that makes those numbers reliable.
Commercial Strategy
Deciding where growth comes from and where it does not: which client segments and territories we prioritise, which marketplaces we expand or exit, which categories we push, and how capital and headcount are allocated with the team.
Pricing and Margin
Ownership of the client-facing pricing framework and its commercial logic, working within margin floors agreed with Finance. You will improve mix and margin quality, not just top-line volume, and you will be measured on both.
Partnerships and Supplier Terms
Leading commercial negotiations with brands, suppliers and platform partners — rates, exclusivity, catalogue access and co-marketing. Our catalogue is our product; the terms behind it are a direct lever on margin.
Commercial Ops and Forecasting
Instilling pipeline discipline across the function: a single CRM as the source of truth, consistent stage definitions, weekly pipeline review, accurate forecasting, and clear commercial reporting the CEO and Board can rely on.
Team Leadership
Leading, developing and holding to account four sub-teams that have until now operated with a high degree of independence. You will set targets, install a common commercial operating rhythm, raise the performance bar, and build the structure the next stage of growth requires.
Working with Marketing
Partnering closely with the Head of Marketing to define what a qualified lead looks like, agree the handover and follow-up process, and convert brand and demand generation investment into measurable pipeline.

• Total revenue and gross margin against plan.
• New client acquisition and revenue from new business.
• Margin improvement from renegotiated supplier and partner terms.
• Marketplace channel contribution and share by category.
• Client retention and account growth in the existing base.
• Forecast accuracy and pipeline health.
• Performance and development of the three commercial sub-teams.