Head of Marketing

<aside> <img src="https://prod-files-secure.s3.us-west-2.amazonaws.com/96935bbd-c5cb-42e7-aa3c-2bc9287ddbf4/05e7064d-ddf4-4e28-8d0b-c25bd41e37b9/Roamr_x_noise_Secondary_Icon.png" alt="https://prod-files-secure.s3.us-west-2.amazonaws.com/96935bbd-c5cb-42e7-aa3c-2bc9287ddbf4/05e7064d-ddf4-4e28-8d0b-c25bd41e37b9/Roamr_x_noise_Secondary_Icon.png" width="40px" /> About Roamr

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Roamr helps companies save 30% on hotels by paying their employees to stay with friends instead.

When travelling for work, instead of staying in a hotel, travellers can stay with a friend and roamr will redistribute the hotel spend. E.g. 2 nights in NYC for a conference costing $1000 on hotels -> Company pays Roamr $700, saving $300. Roamr kickback $300 to the traveller and $300 to their friend hosting. It’s a win-win-win.

Almost every cost-cutting measure in corporate travel is met with resentment. Roamr makes the CFO or travel manager look like a hero — the company saves money and the team earns money at the same time.

We’re an early stage startup based out of Ireland and we’re already garnering global attention. Backed by some of the best people in the industry we’re unapologetically ambitious in building the next Irish Unicorn but we need an elite marketer to help us do that.

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Corporate travel branding hasn’t changed in 30 years. The industry still talks to a briefcase-and-suit traveller who largely doesn’t exist anymore. The actual workforce — millennials and Gen Z — are sharing-economy natives. They book Airbnb, use Uber and travel with a Patagonia backpack. No corporate travel brand speaks to them.

But the bigger unlock is this: Roamr is one of the only cost reduction products in existence where the employer and the employee both win. The company saves 30%. The employee gets paid. There’s no trade-off, no resentment. Contrast that with every other travel cost-cutting measure — “we’re cutting business class”, “no more four-star hotels”, or increasingly, “do it virtually”. Those decisions breed resentment. Roamr breeds loyalty.

That’s not just our product advantage — it’s a brand story almost no company in any industry gets to tell.

Roamr is building the anti-corporate corporate travel brand. That dictates our story, our tone, and the content we’ll create. Inherently this brand should be fun — you get paid to catch up with your friends. It’s flipping corporate travel upside down. We want you to help us own the verb — to Roamr, doing a Roamr trip, I’m Roamring this week — the way Uber and Google became actions, not just names.

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B2B — selling into companies: Roamr provides value across the entire org chart. That is both an opportunity and a challenge. It gives us multiple entry points into any organisation, but we need to find the quickest path in.

| FINANCE 30% saved on every trip, straight to the bottom line. Most cost-cutting makes finance a villain. With Roamr they get to give teams a chance to earn more. | TRAVEL Two key focuses: cost efficiencies and improving the traveller experience. Almost always in conflict. Roamr helps them achieve both. | PEOPLE Internal meetings now account for 33% of travel spend. Roamr stretches that budget and builds real culture — colleagues hosting colleagues, not awkward team-building exercises. | SALES For every 3.3 nights stayed on Roamr, budget for a new night is unlocked. More budget, more trips, more closed revenue. | | --- | --- | --- | --- |

PLG — acquiring individual users directly: Roamr’s power user is a salesperson: on the road frequently, bored of hotels, social creatures more likely to have friends in the cities they visit. We’re opening access so anyone can sign up and do a trip — even if their company isn’t a customer yet.