Overview

We’re hiring an Account Manager to own Bastion’s relationships with its largest enterprise customers, from signed contract through launch and long-term growth. The role combines customer success, onboarding, and product operations.

Your book is small and high-stakes: a handful of large enterprises and financial institutions, including Fortune 100 companies. Each runs a program that spans multiple teams, entities, and potentially regulators. You are the single point of accountability for each, working with executive sponsors, program managers, engineers, treasury, and compliance on their side, and across our team.

Enterprise programs rarely stall on technology alone. They stall on security review, internal approvals, competing priorities, and unclear ownership. You keep them moving, and you turn what each customer needs into structured input for product.

You work with sales and your technical account manager at handoff, with product and engineering on requirements and escalations, and with legal and compliance on agreements and ongoing obligations.

While we have a preference for this role to be based in New York City, we are open to the role being remote in the US or in the APAC region.

We are a startup, so the pace is fast and the specific work will change. People who thrive here are finding ways to contribute in their first week, and fully productive in their third month. You need to be okay with that.

First 30 days: Learn and unblock from week 1

• Learn every enterprise customer and program in flight, meet with stakeholders, and learn their status, risks, and next steps

• Meet each customer’s executive sponsor and day-to-day leads

• Map each program from signed contract to live volume: workstreams, dependencies, approvals, and owners

• Unblock one stalled workstream, such as sandbox access, a security review, or a legal item

• Outcomes

  • Every onboarding customer has an owner, plan, and go-live date

  • A documented process with the biggest bottlenecks identified

By 90 days: Own the enterprise relationship

• Run each program end to end: kickoff, integration support, security and compliance review, and launch

• Set success criteria with each executive sponsor, such as volume, use cases, and service levels, and report against them

• Run regular executive and working-level reviews

• Resolve cross-functional issues across product, engineering, legal, and compliance

• Outcomes

  • Shorter time from signed contract to production

  • A health dashboard for every live customer

By 180 days: Grow the accounts

• Expand programs across business units, entities, and products, working with sales

• Own renewals and commercial changes, including amendments and one-off terms, with legal and commercial

• Turn recurring enterprise requests into product requirements and process improvements

• Write the enterprise account playbook a second hire could run

• Outcomes

  • Onboarding runs repeatably

  • Customer operations absorb volume growth without matching headcount growth

Some challenges you might tackle

• Many stakeholders, one program. Business owners, engineers, treasury, risk, and procurement all have a vote. You keep them aligned.

• Enterprise timelines. Security review, vendor onboarding, and internal approvals often take longer than the integration. You run them in parallel and plan around them.

• Customer-specific requirements. Large customers bring custom terms, reporting needs, and integration paths. You decide what to accommodate and what to route into product.

• Compliance at every step. Regulated infrastructure means KYB, risk review, and ongoing obligations on both sides. You run them without stalling the program.

• Senior visibility. Problems in a large customer’s program reach executives quickly. You surface issues early and own the fix.