👷🚧 Our pay process is changing 🚧👷

We are updating our pay benchmarking, including the source and processes we use to determine your pay.

Right now, we’re using Radford as a data source for determining our pay. It’s a really clunky tool, doesn’t provide us with the industry and team-specific info we need, and is slow to reflect emerging roles in tech. Teams of a similar size and revenue are underrepresented in the database, too, so we’re researching another option that better serves our needs and is used by teams like us.

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This will have no immediate impact on pay and won’t reduce anyone’s pay

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💼 Our pay philosophy

<aside> 🌎 Same work, same pay, regardless of location.

We believe in transparent, fair, and competitive pay. This page outlines our approach to pay and benchmarking across the team.

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Our philosophy is simple: equal pay for equal work.

Pay should reflect the value of your role — not your postcode, negotiation skill, or personal circumstances.

To keep things fair and sustainable, we:

• Use objective market data to guide pay decisions (not negotiation)
• Keep pay competitive, responding thoughtfully to market changes without overcorrecting
• Make pay decisions we can afford

Pay matters — to our team’s livelihoods and to Float’s long-term sustainability. That’s why we aim to balance fairness, competitiveness, and financial responsibility in every pay decision.

🤝 Customer Success & Sales pay

Sales and Customer Success roles have a more direct link to revenue outcomes, so pay is structured a little differently.

These roles use a base + variable model, together known as OTE (on-target earnings):

• Base pay is grounded in market data (Radford) and internally calibrated using the same benchmarking principles applied across the company
• Variable pay is tied to clearly defined quotas and revenue goals

Revenue goals typically break down like this: