Head of Compensation

<div class="content-intro"><p><em>At 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 <a class="_ymio1r31 _ypr0glyw _zcxs1o36 _mizu194a _1ah3dkaa _ra3xnqa1 _128mdkaa _1cvmnqa1 _4davt94y _4bfu18uv _1hms8stv _ajmmnqa1 _vchhusvi _kqswh2mm _ect4ttxp _syaz13af _1a3b18uv _4fpr8stv _5goinqa1 _f8pj13af _9oik18uv _1bnxglyw _jf4cnqa1 _30l313af _1nrm18uv _c2waglyw _1iohnqa1 _9h8h12zz _10531ra0 _1ien1ra0 _n0fx1ra0 _1vhv17z1" href="http://klaviyo.com/careers" data-renderer-mark="true">klaviyo.com/careers</a>&nbsp;to see how we empower creators to own their own destiny.</em></p></div><p>&nbsp;</p> <p><strong>Make comp the reason people choose us — and the reason they stay</strong></p> <p>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.</p> <p>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.<br><br></p> <h1><strong>Three things you'll own</strong></h1> <h2><strong>1. Comp architecture — write the new playbook</strong></h2> <p>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.</p> <h2><strong>2. Burn rate &amp; multi-year equity — model what's sustainable</strong></h2> <p>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.</p> <h2><strong>3. Business partnership — be the person leaders call when it's hard</strong></h2> <p>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.<br><br></p> <h2><strong>Plus, Built AI-first</strong></h2> <p>Comp still runs on spreadsheets and manual survey cuts more than almost any other People function. Your job is to change that: define the requirements for market data ingestion, pay equity analysis, and manage self-serve tools, and push the automation forward instead of waiting for someone else to build it. That's what frees you and the team to spend time on the judgment calls that actually need a human, not pulling the same data every cycle.&nbsp;<br><br></p> <h1><strong>Everything else that doesn't fit in three boxes</strong></h1> <p>Real jobs don't stay inside three pillars. Here's what else lands on your desk:</p> <ul> <li>Annual and off-cycle comp strategy — merit philosophy, equity refresh design, and budget modeling.</li> <li>Executive and board-level comp support — materials for the compensation committee, executive offer structuring.</li> <li>Partnering with Talent Acquisition on offer strategy for hard-to-fill and competitive roles.</li> <li>Pay equity analysis and remediation,