circle - Director of Strategic Partnerships

• Exceptional written and verbal communication skills in English (CEFR C2 or equivalent https://englishonline.britishcouncil.org/free-english-level-test-cefr-2/), as most collaboration at Circle happens asynchronously. • 10+ years of experience building 6-7 figure strategic partnerships, creator programs, brand initiatives, or strategic growth programs within SaaS, technology, the creator economy, or a similarly fast-moving industry. • Strong business development skills including pipeline management, negotiation, partner development, and cross-functional project management. • Performance marketing instincts and an understanding of how partnerships can drive both brand value and measurable business outcomes. • Deep understanding of Circle's customers, the creator economy, and the broader market, with a point of view on where Circle can build differentiated relationships and influence. • Experience developing and growing high-value relationships, with strong judgment around deal structure, negotiation, partner dynamics, and long-term opportunity. • Exceptional content and creative instincts, with the ability to understand an audience, identify a compelling story, and translate Circle's value into ideas that feel native to a creator or partner. • The ability to move fluidly between brand strategy and performance, understanding how strong storytelling, offers, funnels, campaigns, and distribution work together. • A track record of turning successful one-off initiatives into repeatable programs, systems, and playbooks that can scale through a team. • Strong strategic planning skills and in-depth knowledge of the partnerships function, Circle's broader business strategy, and company-wide goals — with the judgment to translate ambiguous, cross-functional, abstract situations into clear strategy and direction, anticipate future needs, identify opportunities early, prioritize investments, and keep the function operating ahead of the business rather than reacting to it. • Experience managing and developing a team through senior managers or managers-of-managers, not only direct individual contributors — setting clear expectations, delegating full ownership of a sub-area rather than staying close to execution, coaching judgment, and building greater autonomy over time. • Strong cross-functional leadership skills and the ability to influence senior stakeholders across teams without needing direct authority.