Customer Success & Onboarding Lead

Aureclar, Inc.; Washington (District of Columbia); Hybrid; USD 90,000 - 130,000; Full time

Benefits offered by this job

Equity

Remote work

Performance-based bonus

Job summary

Aureclar, Inc. is seeking an onboarding/customer success professional to own what happens after contract signing: getting a new board live, running director and staff orientations, and ensuring customers realize the product benefits.

You’ll partner with the CEO and Head of Product and become the voice of the customer in the roadmap. The role focuses on onboarding pilots to paid contracts, renewals, and expanding use to more boards and committees, with a strong emphasis on repeatable processes

Responsibilities

• Onboarding and activation: take a signed customer live, configure the board, migrate materials, and run orientation for secretaries, staff, and directors.
• Pilot-to-paid conversion: own pilots in flight and the plan that turns each into a contract.
• Renewals and expansion: keep customers healthy, spot risk early, and grow accounts into more boards and committees.
• Create a repeatable onboarding playbook to ensure rollouts don’t depend on any single person, and reduce manual orientations by the founders.
• Represent the customer voice to product: identify what’s confusing or missing to convert skeptics into believers.

Job description

Remote (DC-area preferred) Full-time Reports to CEO

Competitive base plus performance upside tied to retention and expansion, plus meaningful equity.

The company

Aureclar is the AI-powered board intelligence platform. Board portals distribute documents; Aureclar prepares directors, so secretaries stop hand-holding and boards arrive ready to decide. We replace the board portal, and we help directors prepare for meetings, surface the questions that matter before they arise, and track decisions and actions across the year.Our customers are trade associations and chambers, universities, hospitals and major nonprofits, and private and public companies. The people we serve are board secretaries, corporate secretaries, board chairs, and the directors themselves, many of whom are senior, busy, and skeptical of new software.

The role

This person owns what happens after the contract is signed: getting a new board live, running orientation for directors and staff, and making sure the customer reaches the moment where the product obviously works for them. Our whole promise is that boards should stop hand-holding, so a rollout that stalls doesn’t just risk a renewal, it undercuts the story we sell. You are the reason a pilot becomes a paying customer and a paying customer stays. You’ll work closely with the CEO and Head of Product, and you’ll be the voice of the customer back into the roadmap.

What you’ll own

• Onboarding and activation: take a signed customer live, configure the board, migrate materials, and run orientation for secretaries, staff, and directors.
• Pilot-to-paid conversion: own the handful of pilots in flight and the plan that turns each into a contract.
• Renewals and expansion: keep customers healthy, spot risk early, and grow accounts into more boards and committees.
• A repeatable onboarding playbook so white-glove rollouts don’t depend on any one person’s heroics, and so the founders stop running orientations by hand.
• The customer’s voice into product: what’s confusing, what’s missing, what would make a skeptical director a believer.

How we’ll evaluate you (and what the job actually rewards)

We hire customer teams against the same five qualities we hire sellers against. They also describe how you’ll be measured once you’re here.

1. Outcome focus

You anchor onboarding on the customer’s outcome (a board that shows up prepared and a secretary who stops hand-holding), not a feature tour. You can teach a nervous, non-technical director in plain language and make them feel capable, and you tailor the rollout to a corporate secretary versus a chair versus staff.

2. Structure

You run onboarding as a deliberate process with clear milestones, not a series of one-off favors. You know what a good first two weeks look like, where rollouts usually stall, and how you get ahead of it before it costs you the renewal.

3. Accountability

You own the numbers that matter (activation, pilot-to-paid conversion, retention, expansion) and you can say where you stand against them without hedging. When a customer churns or a pilot dies, you name the real reason and what you changed.

4. Problem-solving

You can carry a messy, multi-stakeholder rollout to the finish: the disengaged director, the IT constraint, the secretary drowning before a board meeting. You talk about the customer’s world, not just your task list, and you can walk through the specific moves that rescued an account.

5. Drive

You know exactly what you need to get better at and you’re working on it. You seek feedback, act on it, and can talk in detail about how a specific weakness has shown up in a real account.

You’re probably a fit if

• You’ve owned onboarding, implementation, or customer success for a considered B2B product, ideally sold to senior or non-technical users.
• You’ve carried a retention, conversion, or activation number and can show how you moved it.
• You’re calm and credible with senior people (directors, GCs, executives) and can make them feel capable without condescending.
• You’re comfortable building the playbook as you go rather than inheriting one, and you’re organized enough to run many rollouts at once without dropping details.
• You write and speak plainly, and you’d rather solve the customer’s real problem than send a cheerful check-in.

Nice to have

• Exposure to governance, corporate secretarial work, board software, GRC, legaltech, or association / higher-ed / nonprofit environments.
• Experience being an early customer hire at a startup, standing up the onboarding motion for the first time.
• Comfort with light technical configuration and data migration.

How we hire

We hire on evidence, not polish. The best way to prepare is to know the outcomes you’ve owned cold and be ready to talk about your work in specifics, including what hasn’t gone well and what you learned from it. If you can show us how you’ve actually done this before, you’ll do well here.

Compensation

Competitive base plus performance upside tied to retention and expansion, meaningful equity, and a real seat in a category we believe is being created right now. Specifics depend on experience and are discussed early so we’re not wasting each other’s time.