Chief Revenue & Analytics Officer

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 .

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.