The posting
JOIN THE TEAM BUILDING AN AI-FIRST COMPANY 🚀
Hostinger serves more than 5.5 million clients across 150 countries, but we're still excited about what we're creating next.
AI is changing how we build products, support customers, work together, and solve problems. It helps us move faster, spend less time on repetitive work, and focus on bigger ideas.
If you want your work to influence both what we build and how we build it, we'd like to meet you.
Our culture: Guided by 10 company principles https://www.hostinger.com/principles.
Why this seat exists
The $20 a month that nearly every AI product charges came out of a Google Form survey in OpenAI's Discord. Its purpose was to turn demand away, not to make money. The industry copied it anyway; now OpenAI calls its own pricing model accidental.
We have copied our share of numbers too. What we want now is to work out what our own products are worth based on evidence. We want to be a smarter company, decision after decision, across more than five million existing customers and millions of potential ones.
About Hostinger
Started in Kaunas in 2004 selling web hosting, the most commoditized product on the internet.
Today: 900 people in 40 countries, 5M+ customers, the largest markets India, Brazil, the United States. 2025 revenue €275M, up 51% our fourth straight year above 50 and a 58% compound rate since 2022. Profitable, privately held, no outside capital, no exit clock.
We are becoming an AI-first company. Our AI agent handles 90 percent of support interactions and saves €14 million a year. Our AI builder puts a working site online from a sentence. It's not only what we create for customers - it's how we work.
What you are responsible for:
- Unit economics and the numbers underneath. LTV, CAC, cohort payback, margin by plan and segment - the models that pricing, marketing spend, and every trade-off in this role run on. Owned, not reported on.
- Price. New and renewal price points, subscription, credits, freemium, trials, discounts, localization, across every product line, including which AI surfaces get priced at all, the question nobody's answered yet.
- The offering. Segments, packaging, plan differentiation, bundles, positioning, and how the journey converts from website to control panel. One coherent offering in the customer's eyes, and that coherence is yours personally.
- How we buy customers. Marketing spends today against the return on a first purchase. It should spend against the lifetime value. Making that shift real is on you: methodology, targets, and agreement with everyone touched by it.
- The numbers everyone argues from. The analytics organization reports to you, and the mandate is to change what it is: from a function that answers questions to one that asks them, embedded in the business instead of running a request queue.
- The entire customer experience after they buy. Onboarding, activation, renewal, dunning, cross-sell, upgrade, every transactional and promotional message, and both kinds of churn: the ones who leave and the ones whose card fails. Net revenue retention at client level is your number to own.
How ownership works here
The customer base is your scope. Inside that base, a growth team builds - but it reports to our VP of Product. Finance owns planning. Marketing runs spend against your targets. Commercial operations is led by our Head of Revenue, who shaped this role and will interview you.
None of that is where your influence stops. We run a four-eyes principle: anything that moves revenue has two owners watching it, and on price, packaging and the numbers underneath, the second pair is yours. Your challenge is expected, not tolerated.
What you walk into
The analytics team is a central, capable unit. It was designed to provide reliable answers to the organization's inquiries, and it fulfills that mandate effectively.
The next phase requires a shift in the operating model: tighter feedback loops, analysts embedded directly within business challenges rather than observing them, and an organization that comes with insights as frequently as it services requests.
Alongside it: attribution needs rebuilding, and the structure was built for two products, not the eight we now run. Marketing is buying customers on first-purchase return. The plumbing to launch a price and measure it is in place. What doesn't is the structure to decide what to test, when, and against which hypothesis - a system that works across products, not inside one.
What you get:
- A greenfield C-level mandate. No organization to unwind, no inherited political debt. You design the structure, size it, and hire into it.
- A pricing test you propose in the morning can be live the same day. First deliverables in weeks.
- Standing board exposure from your first quarter, presenting your own numbers.
- No short-term pressure on results. Profitable and independent - the pressure you'll feel is on getting the call right, not on hitting a quarter.
Year one, on the record:
- Org design decided and executed.
- Head of Data and Offering DRI hired and successfully onboarded
- The analytics operating model rebuilt: embedded in the business, cross-functional members inside each product line, not a request queue.
- Lifetime value and acquisition cost by segment, one methodology, steering how marketing spends.
- A pricing engine live across new and renewal, wins measured in revenue.
- A first real answer on AI pricing, tested in market rather than argued in a deck.
- One weekly revenue view the company trusts, board and reporting from the same numbers.
- Net revenue retention owned at client level, voluntary and involuntary churn separated and each moved.
This is the review list we will use. Bring the mirror image of what you need from us.
Who clears the bar
Must have:
Led a central analytics organization at scale and changed how it works, from reactive and request-driven to proactive and embedded. You have managed managers. Owned monetization with P&L accountability in a subscription business, with a result you can state in revenue. You made the calls and carried the outcome. Operated at millions-of-customers scale. Cohorts, renewal curves, and involuntary churn are daily vocabulary.
Counts strongly: run a lifecycle and retention operation rather than a measured one, so renewals, dunning, failed payments, and win-back are things you have shipped. Consumer subscription, SaaS, telco or streaming. Scar tissue from a pricing decision that went wrong.
We test for: building organizations rather than dependencies, earning trust without formal authority, arguing from first principles with the CEO and the board, prioritizing ruthlessly among opinionated people, finishing what you start. Love the user and love the money equally. Close enough to the product to name the exact screen that needs fixing.
On living here
Lithuania strongly preferred, not required. Tell us what works for your life, and we start there.
Remote work with periodic visits to Vilnius would be a good option.
In case you move, we handle it in person: visas, somewhere to live while you find your own place, schools, and real help for your partner in finding work here. Come spend a few days before deciding anything.
Come having used the product. Built something, hit the renewal flow, and formed an opinion on what we charge. We always ask.
Compensation
We’re always looking for exceptional talent to raise the bar, with compensation reflecting your experience and the impact and value you bring.
Get ready to take your personal and professional growth to new heights! Join Hostinger today and be part of our journey 🚀
Three. Two. Onboard
