Order.co is the System of Action for the Office of the CFO, transforming the way businesses purchase and pay into an intuitive, B2C-like shopping experience. Order.co leverages embedded AI agents and embedded financial products to reinvent the way businesses connect with their vendors.
End users enjoy a seamless, zero-training buying experience, while finance and procurement leaders gain a single platform to orchestrate how the business “should operate”. The result is an all-in-one solution that serves as a gravitational pull for spend and data, automating and eliminating procurement and finance workflows from requisition to reconciliation along the way.
Order.co is on the cutting edge of B2B Agentic Commerce, poised to be the market leader in creating a more predictive, prescriptive, and personalized experience for users.
Founded in 2016 and headquartered in New York City, Order.co oversees nearly half a billion in annualized spend across hundreds of customers like WeWork, SoulCycle, Lume, and [solidcore]. Order.co has raised $75M in funding from industry-leading investors like MIT, Stage 2 Capital, Rally Ventures, 645 Ventures, and more. Order.co has been proudly named a 50 to Watch by Spend Matters and a Best Place to Work by BuiltIn and Inc. Magazine.
The role
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The Director of Product, Pay owns the product experience and technology-enabled workflows that move a purchase through payment, invoice processing, and reconciliation. You will lead product strategy, discovery, definition, delivery, instrumentation, and post-launch improvement for Pay, working with Engineering and Design and in close partnership with the Payments business leader and Finance.
This is an outcome-owning product leadership role, not a payments P&L or operational program-lead role. You will be measured on whether Pay products are reliable, faster to bring to market, and less costly to operate.
What you will own
### **Payment products and reliability
- •Define the customer and administrator experience for virtual cards and other supported payment methods, including controls, payment status, failures, disputes, and intervention paths.
- •Own product requirements, instrumented quality, and the technical integration and viability assessment of payment rails and partners, with Engineering.
- •Improve the reliability and operability of payment journeys; use production evidence and customer feedback to prioritize fixes.
- •Work with the Payments business on partner performance and re-platform decisions.
### **AP automation and reconciliation
- •Own the product workflows for invoice capture, extraction, matching, exception resolution, and reconciliation against purchasing activity.
- •Reduce manual handling and cost-to-serve through measurable improvements in accuracy, automation, and exception handling.
- •Define the Pay-side data and workflow needed to reconcile into customer financial systems.
- •Apply AI-assisted extraction, matching, or exception handling only where evaluation shows better accuracy, cost, or customer outcomes, with human oversight and auditability appropriate to the risk.
### **Credit and working-capital product
- •Own the decisioning-system product requirements, customer experience, and payment-rail implementation for approved credit or working-capital offerings.
- •Translate the Payments business case and Finance's policy into a usable, instrumented product journey.
### **Strategy, prioritization, and delivery
- •Own Pay product discovery, definition, delivery, launch instrumentation, and post-launch product measurement, drawing on customer, market, field, and operating evidence.
- •Build an evidence-backed product roadmap and business-case input for the CTO portfolio process.
- •Within an approved and funded payments program, work with the Payments business on its commercial sequence and translate that sequence into feasible product plans. Changes that require additional capacity or displace other portfolio commitments return to the portfolio decision process; the business leader does not direct Product or Engineering capacity unilaterally.
- •Co-sign specifications with the Payments business before development. Accept delivered work jointly against the agreed specification; raise gaps with evidence and escalate unresolved deadlocks to the COO and CTO together.
- •Define a success metric and instrumentation plan before delivery; review outcomes after launch and recommend whether to scale, improve, or stop.
### **Commercial and control partnerships
- •Recommend Pay module packaging, entitlements, and product mechanics. The Payments business owns the commercial strategy and business case; Finance approves the economics.
- •Build and instrument promotion and adoption mechanics against an economic envelope approved by Finance.
- •Provide product explanations, documentation, and demo assets. =
- •Build payment controls, auditability, and evidence into the product with Engineering and Security. F