Director, Customer Growth (Hybrid)
CameraMatics · Various, United Kingdom · hybrid
Who we are
We’re on a mission to transform how fleets operate, using cutting-edge camera technology, AI, machine learning and telematics to make roads safer and businesses smarter.
As an award-winning SaaS company in a high-growth phase, we’re scaling fast and expanding into new markets worldwide. Our technology gives fleet operators real-time visibility, reduces risk, improves efficiency, and helps set new safety standards across the industry.
Join a global, ambitious team and be part of what's next!
The role
You’ll take ownership of revenue growth across our existing customer base, with a focus on driving net revenue retention through customer satisfaction, retention and expansion. You’ll build strong, lasting relationships with our customers, helping them get the most out of our platform, achieve meaningful results and recognise the value we bring to their business. By understanding their needs and identifying opportunities to grow together, you’ll play a key role in keeping our customers happy, engaged and excited to continue working with us.
Location: UK, hybrid. Regular time in Darlington with the team and on customer sites across the UK. London and Dublin offices available.
Why this role exists
CameraMatics grew by over 110% in our last financial year, with the majority of that growth coming from new customers. Our customer base now includes leading names such as Royal Mail, DFDS, Calor Gas, Bunzl and Wolseley, alongside hundreds of mid-market fleets across the UK, Ireland and Europe.
With this growth comes an exciting opportunity to build even greater value from the relationships we’ve established. We’re looking for a Director of Customer Growth to take ownership of our existing customer base, strengthen partnerships and unlock opportunities for retention, expansion and long-term revenue growth.
This is a commercially focused leadership role, where success is measured by the growth and value of our customer relationships. It’s about more than keeping customers happy; it’s about understanding their needs, helping them achieve real results with our platform and finding opportunities to grow together.
The numbers
• Net revenue retention across the whole customer base, reported monthly as one figure alongside new logo.
• Gross retention: what we keep.
• Expansion: additional vehicles, new modules, asset tracking, professional and managed services sold into existing customers, with a target, a pipeline and a forecast.
• Churn: every lost account has a root cause, every at-risk account has a plan, and the number is trending the right way.
How you hit it
• Commercially. You negotiate renewals, price increases, multi-year terms and expansion deals yourself, and you coach your team to do the same. You know what a contract says and you're comfortable across the table from a procurement category manager.
• Through relationships. Your team has the best relationship with the customer of any supplier they've got. You know the ops director, the fleet manager, the H&S lead, the finance contact and the procurement manager, and they know you. When something goes wrong, they call you first, and when they need something, you're the natural place they go.
• Customer first. In everything. The commercial number follows from customers who are succeeding, not the other way round. You'll never trade a customer's outcome for a short-term deal.
• Through adoption. A customer who isn't using the platform will leave at renewal. You and your team know, for every account, who's logged in, which features are live, what the data says, and where the gaps are. You fix adoption before it becomes churn.
• With results the customer can see. Every customer can say what CameraMatics has done for them in their own numbers: claims cost, incident rate, insurance premium, downtime, driver behaviour. Business reviews are built on the customer's data, not ours.
• Ahead of the curve. You don't wait for a renewal notice, a complaint or a churn alert. You start renewals six months out, you spot the at-risk account before it knows it's at risk, and you find the expansion before the customer asks.
• With data. You run the number yourself, you can spot when it's wrong, and every decision about where your team spends its time is backed by account data, usage data and Gong.
• Organised. Every contract has a renewal date, an owner, a plan and a forecast. Every enterprise account has a success plan and a quarterly review booked. Nothing lives in someone's head.
• As a product expert. You know the platform inside out within your first 90 days and you can sit with a fleet manager and show them, not tell them, what it does. Your team is held to the same standard.
What you run
• The Customer Growth Manager team across the UK and Ireland, with Europe to follow: books of business, segmentation, capacity, hiring, coaching and performance.
• The renewal and expansion process and its forecast.
• The churn and at-risk programme.
• Executive relationships across our largest accounts, alongside the enterprise team.
• Voice of customer into product, so R&D builds what the base will buy.
What good looks like at twelve months
• Net revenue retention above its current threshold.
• Expansion at 40% or more of net new ARR, on the way to 50%.
• Renewal forecast accuracy inside 10 percent.
• Every enterprise account with a named owner, a success plan and a quarterly review in the diary.
• Churn root cause reported monthly and acted on.
• A team where books, targets and coverage are written down and defensible.
Who you are
• You've led customer success or account management in a SaaS or hardware-plus-SaaS business between £20m and £100m ARR and carried a retention and expansion number, not a satisfaction score.
• You can negotiate. You've renewed contracts through procurement, ideally with a price increase or a scope change, and you can walk us through one.
• You've built a renewal process and can show what retention did before and after.
• You've grown a book. You can name an account, what it was worth when you got it, and what it was worth when you left.
• You've managed a team through change, including moving people on when needed.
• You're comfortable with a Group Fleet Director, a procurement category manager and a depot manager in the same week.
• You know fleet, transport, logistics, telematics or something that sells to the same buyer. If you don't, you'll need to convince us you'll learn it fast.
• You're data-literate enough to run the number yourself and spot when it's wrong.
• You work hard, you handle pressure without passing it on to your team or your customers, and you'd rather be judged on the number than on the process.
Who you're not
• Someone measured on NPS and health scores who's never owned revenue.
• Someone who sees renewals as a handover to Sales, rather than an opportunity to build long-term customer value.
• Someone who has managed customer portfolios and is now looking to develop their experience in a more complex, enterprise environment
• Someone who focuses on cross-functional challenges rather than taking ownership and working collaboratively to find solutions.
• Someone who waits for direction rather than proactively identifying opportunities and taking ownership.