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HighLevel is seeking a Director, Customer Growth & Activation to architect and lead a new motion that reaches the right customers at the right moment when there is no live interaction. You will own the journey, plays and the small team that runs them, collaborating across product, growth and success functions to drive activation and expansion.
This is a builder role with cross-functional impact in a remote-first, global organization.
HighLevel is an AI-powered business operating system that gives agencies, entrepreneurs and SMBs the infrastructure to build, automate and scale. Today, HighLevel supports SMBs across 150+ countries, fueling community-driven growth rooted in real customer outcomes.
To date, businesses operating on HighLevel have generated over $7 billion in ecosystem value, demonstrating the impact of shared infrastructure at scale. By centralizing conversations, automation and intelligence into one system, we help businesses move faster, reduce complexity and execute efficiently.
Behind the platform, HighLevel powers more than 4 billion API hits and 2.5 billion message events daily. With 250 terabytes of distributed data, 250+ microservices and over 1 million domain names supported, our architecture is built for performance, resilience and long-term scalability.
With over 2,000 team members across 10+ countries, HighLevel operates as a global, remote-first organization built for speed and ownership. We value initiative, clarity and execution, creating space for ambitious people to build systems that support millions of businesses worldwide. Here, innovation thrives, ideas are celebrated and people come first, no matter where they call home.
Every month, HighLevel enables more than 1.5 billion messages, 200 million leads and 20 million conversations for the more than 1 million businesses we support. Behind those numbers are real people building independence, expanding opportunity and creating measurable impact. We're proud to be a part of that.
Learn more about us on our YouTube Channel or Blog Posts
You are a growth operator who works against an installed base rather than a top-of-funnel. You think in cohorts, hold-outs and kill dates, and you have carried a real number for a motion you built yourself. You are as comfortable writing the query that defines a customer segment as you are presenting to an executive audience on why a play worked or did not. Ambiguity, missing baselines and imperfect data energize you rather than stall you.
As Director, Customer Growth & Activation you build the motion HighLevel does not have yet: reaching the right customer at the right moment when no live interaction is happening. Today, many new subscribers never engage with our implementation team, activation stalls, and there is no designed lifecycle motion for customers in their journey. You own the journey, the plays, the small team that runs them, and the enablement layer that makes them stick.
This is a builder's role, not a caretaker's. You will start with a team assembled from an existing customer care function, a set of numbers nobody currently owns, and a lot of cross-functional dependency. A large share of your upside sits on other teams' roadmaps, and getting that work prioritized is part of the job rather than an excuse.
First 30 days. The activation team has names in seats. The highest-risk customer cohort — small, currently reached only by accident — is a standing, queryable list surfaced to the people who can act on it. You have a defensible point of view on why engagement has been declining and why so few trial-stage customers reach implementation, built jointly with the Trial Experience team.
Days 31–90. Two outbound plays are live with hold-out groups, so lift is measured rather than asserted. The first-90-days journey is mapped end to end with the messaging gaps named. Post-deflection activation and satisfaction are instrumented and reported for the first time.
Days 91–180. Engagement and the trial-to-implementation handoff are both visibly turning. Lifecycle expansion is producing measurable revenue in its cohorts. Every play that did not beat its hold-out has been honestly killed.
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