👷🚧 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 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.

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

💼 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:

• Customer Success = retention