Head of Compensation

KlaviyoBoston, MA

About The Position

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 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.

Requirements

  • 10+ years in compensation with significant ownership of comp strategy and structure at a growth-stage company.
  • Experience rebuilding or meaningfully overhauling a compensation function or framework (leveling, market pricing, or philosophy).
  • Deep fluency with modern compensation tools and data sources (market pricing platforms, pay equity analytics, compensation management systems) with hands-on experience.
  • Track record of designing defensible, explainable, and equitable compensation structures.
  • Track record of navigating tense compensation conversations (disputes, promotion denials, retention counters) with effective solutions.
  • Experience working closely with Talent Acquisition, Finance, and business leaders, translating between these groups.
  • Experience with pay transparency practices and the regulatory landscape.

Nice To Haves

  • Experience applying AI tools to automate compensation analysis or reporting at scale.
  • Experience in a company undergoing rapid growth or a strategic pivot, requiring adaptation of the compensation structure.
  • Background spanning both in-house compensation leadership and consulting or advisory work.
  • A preference for shipping a version and iterating over waiting for a perfect model.

Responsibilities

  • Write the playbook for how we think about comp, from the ground up, questioning assumptions, deciding what to carry forward and what gets rebuilt, and setting a new standard.
  • Own the multi-year equity model, including refreshing grants, dilution, and burn rate against plan, to provide a three-year outlook for the business.
  • Partner with Finance and the executive team on sustainable models, identify burn rate issues before they become board-level surprises, and build a model that withstands scrutiny.
  • Act as a business partner for leaders during difficult compensation-related situations, such as retention offers, leveling disputes, or reorgs, providing creative solutions.
  • Partner with Talent Acquisition to ensure compensation clarity in job postings, offer conversations, and public statements on pay transparency.
  • Define requirements for market data ingestion, pay equity analysis, and manage self-serve tools to automate compensation analysis and reporting.
  • Manage annual and off-cycle comp strategy, including merit philosophy, equity refresh design, and budget modeling.
  • Provide executive and board-level comp support, including materials for the compensation committee and structuring executive offers.
  • Partner with Talent Acquisition on offer strategy for hard-to-fill and competitive roles.
  • Conduct pay equity analysis and remediation in partnership with Legal and People Ops.
  • Develop international compensation structures as the company expands into new markets.
  • Manage compensation aspects of M&A, including talent diligence, leveling, and integrating bonus and equity payout structures.
  • Handle special projects and ad-hoc requests from senior leadership.

Benefits

  • A build mandate, not a "run the annual cycle" brief.
  • A Leadership and People team that views compensation as a strategic lever.
  • Business leaders who seek a thought partner on compensation.
  • An organization that backs conviction with investment.
  • A level and package built for owning compensation end to end.
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