Market Product Leader, Corproate Treasury, EMEA - #2173605

The Asset Owners product team builds and evolves Clearwater Analytics' solutions for asset owners — including pension funds, corporations, REITs, foundations, and other institutional investors managing their own portfolios.

Role Summary

We're looking for a Market Product Leader to own Clearwater's point of view, product direction, and growth plan for Corporate Treasury in North America. Corporate Treasury is Clearwater's priority asset owner market and the one where the strategy is furthest along; this role owns the EMEA cut of it. That means the corporate treasurer's operating reality across the region's markets, the bank and market infrastructure they depend on, the regulatory, accounting, and disclosure regimes they answer to, and the incumbent treasury systems and spreadsheet workflows we displace.

This role is accountable for keeping the market analysis current, converting it into a funded roadmap and a go-to-market playbook, and partnering with the North America Corporate Treasury Market Product Leader so Clearwater runs one global product direction with regional plans beneath it. This role partners closely with R&D/Engineering, GTM/Sales, Marketing, Client Services, and Finance, and sits alongside the Market Product Leaders for Pensions, REITs, and Endowments, Funds & Trusts. This role owns the commercial outcome for EMEA Corporate Treasury and is measured on ACV growth, win rate, and retention in the market.

Key Responsibilities

Market Point of View

• Maintain and extend the EMEA Corporate Treasury market analysis, built country by country, — total addressable market, serviceable addressable market, and the share Clearwater has already captured — with every number sourced and the basis for each estimate stated.
• Segment the market by buying behavior and by the treasury operating model actually in place, from large multinational treasuries running full treasury management systems and in-house banks, through mid-market treasuries running bank portals and spreadsheets, to corporates whose investment portfolio is outsourced, and account for differences in market maturity, regulation, and buying behavior across countries.
• Tighten the serviceable market definition so that proven fit, not theoretical fit, determines what counts as addressable.
• Score each segment on attractiveness and on Clearwater's right to win, and make an explicit call to prioritize, hold, or deprioritize.
• Keep the point of view current as a living document, and be clear at all times about what is validated, what is estimated, and what is still open.
  
  

Domain Requirements

• Own the requirements that define this market, including operating cash and liquidity management, multi-bank, multi-currency, and multi-entity connectivity and balance reporting, cash pooling and in-house banking, cash positioning and forecasting, short-term investment portfolios, and debt and credit facility servicing.
• Own the accounting and disclosure requirements corporate treasury answers to, including IFRS 9 investment classification and IFRS 7 disclosure, IFRS 9 hedge accounting (with US GAAP and ASC 815 where clients report under it), local GAAP variations, counterparty and concentration reporting, and the audit evidence treasury is asked to produce.
• Own the requirements around investment policy compliance, the controls and approvals corporate treasury operates under, and the regional regulatory obligations that touch treasury, including EMIR reporting, money market fund regulation, and data residency and privacy requirements.
• Work with Engineering on what has to be true in the platform to serve these workflows natively rather than through client-specific development.
  
  

Product Strategy & Roadmap

• Translate the capability gaps identified in the point of view into a prioritized, sequenced roadmap, and hold the sequencing discipline as capability lands in stages.
• Partner with R&D/Engineering leads to size the work, confirm capacity, and agree sequencing before commitments are made externally.
• Make and defend build, buy, or partner recommendations, including the business case behind each, and including where a partnership gets to market faster than a build.
• Identify capability bets that serve Corporate Treasury and one or more other asset owner markets, and work with peer Market Product Leaders so those are built once.
• Represent client and market context in solutioning discussions so trade-offs are made with full information.
  
  

Go-to-Market Leadership

• Define the ideal client profile and the whitespace target list, and work with Sales to turn it into named-account coverage.
• Own positioning, messaging, and the competitive narrative for the market, including the displacement case against incumbent treasury management systems and against spreadsheet and bank-portal workflows.
• Handle competitive relationships that are not clean — where a competitor is also a partner, an integration point, or a live data source for shared clients — with a position that holds up in front of both clients and internal stakeholders.
• Partner with Finance and Sales on pricing and packaging for the market, and on the commercial construct for new capabilities.
• Build enablement for Sales and Client Services, and support strategic pursuits directly as the market expert.
• Run win/loss analysis and feed what it says back into the roadmap and the positioning.
  
  

Client & Market Engagement

• Build direct relationships with corporate treasurers, assistant treasurers, treasury operations leaders, and the banks, consultants, treasury associations, and advisors who influence their technology decisions across the region.
• Represent Clearwater at industry events and in analyst conversations, and bring back a structured read on what the market is asking for.
• Maintain a working view of competitors, adjacent providers, and the systems Clearwater most often displaces or sits beside.
  
  

Customer Health & Retention

• Own the health of the installed EMEA Corporate Treasury base — satisfaction, retention, and concession pressure — and treat an unhealthy base as a gate on further penetration until it is remediated.
• Partner with Client Services and the client delight function to get recurring pain points scoped and fixed rather than managed around.
• Report market performance to leadership on a regular cadence, including where the plan is off track and what is being done about it.
  
  

Qualifications

• 12+ years in product management, market strategy, or commercial leadership in treasury technology, transaction banking, or investment technology.
• Deep working knowledge of European and wider EMEA corporate treasury — cash and liquidity management, multi-bank and cross-border connectivity (including SWIFT and ISO 20022), short-term investment, debt and capital markets activity, and the reporting treasury owes to finance, audit, and regulators.
• Familiarity with the treasury management system landscape and with the practical realities of displacing an incumbent system.
• Demonstrated ownership of a market, segment, or product line, with accountability for revenue growth rather than for delivery alone.
• Strong quantitative instincts. Comfortable building and defending market sizing, segmentation, and penetration analysis from primary data, and rigorous about sourcing.
• Comfortable engaging directly with engineers on technical scope, architecture trade-offs, and sequencing.
• Excellent written and verbal communication, with a track record of getting senior stakeholders to a decision.
• Experience in fintech, SaaS, or investment management technology preferred.
• Bachelor's degree required; MBA, CTP, ACT qualification, CFA, or relevant advanced degree a plus. Fluency in English required; additional European languages a plus.
  
  

Reports To: Summer Kisner, Head of Asset Owners Product

Direct Reports: None currently - this is an individual contributor role. Scope may expand into a people-leadership role as the Corporate Treasury market grows.

What Success Looks Like

• A current, internally pressure-tested EMEA point of view that leadership can allocate against, with a defensible serviceable market definition.
• A funded roadmap, sequenced with Engineering, that closes the gaps the point of view identified, delivered in stages rather than as one release.
• ACV growth in the market against plan, with a visible shift from growth carried by asset appreciation toward growth that is actively sold.
• Improved win rate in competitive treasury pursuits, including displacements of incumbent treasury management systems.
• Retention and client satisfaction in the EMEA Corporate Treasury base at or above the Asset Owner average.
• Effective, trusted partnership with GTM, Engineering, Client Services, Finance, and the North America Corporate Treasury market team.