The posting, in Klaviyo's own words
archived Sep 3, 2026At Klaviyo, we value the unique backgrounds, experiences and perspectives each Klaviyo (we call ourselves Klaviyos) brings to our workplace each and every day. We believe everyone deserves a fair shot at success and appreciate the experiences each person brings beyond the traditional job requirements. If you’re a close but not exact match with the description, we hope you’ll still consider applying. Want to learn more about life at Klaviyo? Visit klaviyo.com/careers to see how we empower creators to own their own destiny. Make comp the reason people choose us — and the reason they stay Compensation, as most companies run it, is a compliance function wearing a strategy costume: annual surveys, static bands, spreadsheets nobody trusts, and comp conversations nobody feels equipped to have. We're hiring a Head of Comp to make sure how we compensate people actually works for the business. Not a once-a-year cycle everyone dreads, but a strategic lever. This role is central to how we compete for talent and how we reward the people already here.
1. Comp architecture — write the new playbook
You'll write the playbook for how we think about comp, from the ground up. That means questioning the assumptions baked into how we level roles and price the market today, deciding what's worth carrying forward and what gets rebuilt, and setting a standard nobody's set here before. The specifics are yours to define — the bar is this: a philosophy that scales as we grow, and gives people a real reason to stay.
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2. Burn rate & multi-year equity — model what's sustainable
Equity is the comp lever most companies manage least well. You'll own the multi-year equity model — refresh grants, dilution, burn rate against plan — so the business can see three years out, not just this cycle. That means partnering with Finance and the exec team on what's sustainable, catching burn rate problems before they become board-level surprises, and building a model that holds up when Leadership and Finance asks the hard questions.
3. Business partnership — be the person leaders call when it's hard
Comp gets called in when things are hard: a top performer with a competing offer in hand, a manager pushing back on a leveling decision they don't agree with, a reorg that leaves two people doing the same job at different comp. You'll be the person business leaders call in those moments — someone who can have the tough conversation directly, defuse a tense situation without dodging the real issue, and bring a creative solution instead of just citing policy. That same instinct is also what makes our comp story a recruiting asset: partnering with Talent Acquisition so comp clarity shows up in job posts, offer conversations, and how we talk about pay transparency publicly.