Head of Community

Moonfare delivers what few others can: the highly sought-after funds and hidden-gem investments that go beyond what most private banks offer. Every opportunity is subjected to a ruthless vetting process; the bar is unforgivingly high. The result? Institutional-quality portfolios for investors who demand more.

Our team combines finance veterans with talent from tech, consulting, law and industries you'd never expect. Headquartered in Berlin, we operate from eight offices across Europe, the US and Asia.

If you're ready to build what's next in private markets, let's talk.

Head of Community (m/f/d)

Moonfare is at an inflection point. We are 10 years in the making, with €4 billion in AUM and a new CMO recently in place, and it is time for scale. Our highest-LTV investors arrive through referral, through our relationship managers, and through earned channels rather than paid acquisition. Engineered advocacy is one of two core pillars of our growth over the next 12 months, and community sits at the heart of it.

Our investors sit inside dense circles of peers — founders who have exited, family office principals, senior partners — and an introduction from one of them carries more weight than any campaign we could run. This audience has no tolerance for anything that reads as marketing, and the same network that compounds a good experience compounds a clumsy one just as quickly.

The Head of Community joins Moonfare's Marketing team — a lean, high-output team responsible for building the brand, delivering excellence, generating demand, and driving investor acquisition across global markets. You will work in close partnership with Investor Relations,  and alongside Growth, Content, Rev Ops, Product and Compliance. This role reports directly to the CMO, and it carries commercial targets rather than engagement targets alone.

You Will:

1. Design and operate the investor community programmes — Define criteria, benefits, cadence and triggers. Build the architecture that gives members a reason to engage and to bring others in, and own the experience end to end, from invitation design to post-event follow-up, across both digital and in-person touchpoints.
2. Own the global events calendar, for existing investors and high-intent prospects alike. Plan and host a year-round calendar of formats: intimate dinners, peer roundtables, deal talks, GP meet-and-greets and a small number of flagship moments. Mix formats that deepen existing relationships and surface referrals with prospect-facing formats built on curated introductions from investor advocates - setting the tone, and building relationships before, during and after.
3. Build and run strategic community partnerships against clear commercial and brand targets. Identify and land four to six partnerships a year with organisations whose audiences overlap with our ideal investor. Sign each against a written brief with explicit performance targets — qualified introductions, attendees, AUM-attributable pipeline — and brand targets covering placement quality, audience overlap, sentiment and co-created content. Manage these as commercial relationships rather than sponsorship deals.
4. Run the high-touch advocacy programme for our top-tier investors. Identify the 50 to 100 investors most likely to advocate, on the basis of AUM, NPS, engagement and segment. Build those relationships in partnership with the relationship managers, and turn one-to-one trust into one-to-many introductions through curated formats — peer dinners, invitation-only briefings, GP access — so that our best investors become our most active referrers.
5. Manage and lead. This role has a very strong senior experience marketeer, but will also have a role in providing leadership and mentorship for the rest of the marketing team and across the wider organisation.  
6. Build the feedback loop between community signal and the rest of the business. Investor sentiment, sharing behaviour, event feedback, partnership performance and the questions that keep recurring: turn all of it into structured input for the entire organisaiton. 
7. Make our investor real to the entire organisation. Who they are, what they expect, and the standard of delivery they take for granted without ever naming it. Briefings, verbatim feedback, the observations you can only make from the room, and the occasional uncomfortable comparison with how we currently show up. When someone in Product, Sales or Engineering makes a call, the investor in their head should be a specific person rather than a segment on a slide.
8. Run community as an AI-native function. Design a system where what we learn about the network compounds, and where personal attention at scale becomes the default rather than the exception.

How the role is measured:

1. Community engagement rate, existing investors and prospects.
2. AUM attributable to community programmes. 
3. Strategic partnership performance, commercial and brand together. 
4. Event-to-investor and event-to-referral conversion. 

What success looks like at 12 months:

A calendar of community moments that the rest of the business plans around. Four to six strategic partnerships running, with measurable contribution to both pipeline and brand. Investor Club operating on a defined cadence with a predictable pipeline, and a clear, defensible answer to the question of what share of new and reactivated AUM came from community-led channels.

The Next Moonfarian:

• You bring ten or more years in community, membership, partnerships or events, with a track record of building something that people chose to join. 
• You have owned partnerships as commercial relationships — written the brief, negotiated the terms, held the other side to the targets, and ended the ones that were not working.
• Must have: hands-on experience with an ultra-high-net-worth audience in a community, membership or network capacity. 
• You are comfortable in the room and comfortable hosting it. You can hold a conversation with a family office principal, a fund GP and an operator who has just exited, and you know when to say nothing at all.
• You bring commercial instinct — you have owned a number, and you can talk about AUM and pipeline in the language Finance uses rather than the language of engagement.
• You bring operational rigour: guest lists, budgets, run sheets, suppliers, follow-up inside 48 hours, and a CRM that reflects what actually happened.
• You bring an AI-native mindset — you already use AI tools and agents day to day, and you think about building intelligence into a system rather than into a single workflow.
• You have worked in or alongside a regulated industry, and you understand what can and cannot be said in a room.
• You travel readily and often. This role is on the road regularly across Europe, the Middle East and Asia.

This role is unlikely to be a good match if you:

• Think of community as content and social channels. This role is about rooms, relationships, partnerships and referral.
• See partnerships as sponsorship. Every partnership here is signed against a written brief with targets attached, and it is reviewed against them every quarter.
• Want to build a large-format events programme. Most of our register is small, considered and invitation-only, with only a handful of flagship moments in the year.
• Would rather delegate the relationships. The person in this role knows the names, and the names know them.
• Are uncomfortable being measured. Community here carries hard targets on attributable AUM, not on attendance alone.
• Need a large team from day one. You will start with a small one and earn the case for more.

Where this role can go:

The development path is explicit, and we would rather say so now than imply it later.

• From running programmes to building a function. Leading other people doing community work — events, partnerships, regional community managers — and being good at hiring, performance management and systems design rather than personal heroics.
• From engagement metrics to an AUM P&L. Defending a meaningful share of new and reactivated AUM in the language the CFO uses, rather than defending engagement numbers.
• From programmes to platform. Designing the next three things: geographic expansion across the UAE, the US and France or DACH, a cross-segment view, and the integration of community into Product.
• From internal partner to external face. A good Head of Community here is someone investors recognise by name, comfortable hosting flagship moments and speaking in the wealth-management ecosystem.
• From advocacy as a tactic to advocacy as the strategy. Shaping the engineered-advocacy plan rather than executing it, with commercial fluency on channel mix and segment economics, and the standing to argue for community investment against other uses of the same money.

Invest in Yourself:

• Ownership and Impact: You are empowered to bring ideas, make decisions, and see your work directly contribute to Moonfare's success.
• Transparent Environment: We believe in open communication. You will receive regular updates on company strategy, performance against our KPIs, and key business decisions.
• Personal Growth: We support your development with an individual growth budget of £1,500 or 2% of your base salary (whichever is higher). 
• Invest in Your Future: We support your long-term financial goals with a workplace pension via SmartPension, where Moonfare contributes 3% and combined employer and employee contributions reach at least 8%. 
• Relax and Recharge: You start with 25 vacation days and you'll receive one additional day for each year of tenure, up to a maximum of 30 days. Moonfare gifts two days during our annual end of year company shutdown. 
• Daily Lunch: Enjoy a £12 daily lunch allowance via Deliveroo on the days you're in the London office, delivered or ready to pick up nearby. 
• Fitness and Wellbeing: Stay active with a subsidised FitnessFirst membership, with £30 covered by Moonfare each month and no joining fee, plus a monthly guest pass and company wellness events.
• Health Cover: Look after your health with private medical and dental cover through Bupa, including Select Complete Healthcare across 600 partner facilities and Dental Plan Level 2, with dependants covered up to age 24. 
• Cycle to Work: Ride in tax-efficiently through our salary-sacrifice scheme via Forest, available for an eBike or eMoped. 
• A Culture of Excellence: Join a team of ambitious, smart, and committed professionals who are passionate about revolutionising private market investing. 
• Performance Reward: As a performance-first company, we reward strong performance twice a year, so your impact translates directly into how your pay grows — through potential base salary increases and/or bonuses.

Our Values:

• Our clients come first, Moonfare comes second, and we prioritise ourselves third — Client-Centric Focus. Putting clients first means creating value for them is essential. Placing Moonfare second signifies that our individual professional future at Moonfare depends on the company's commercial success. Prioritising ourselves third reflects our humility in putting clients and Moonfare before personal interests.
• We pursue excellence and honor our promises — Commitment to Excellence. We hold ourselves to the highest standards, taking responsibility for our failures, and celebrating our successes. We commit to deadlines and stick to them and we learn from our mistakes.
• We are here to win and to celebrate our collective achievements — Win together. We are mission-focused and think and act like owners. We exemplify the attitude we expect and each of us commits to do what it takes to succeed.
• We foster personal growth but each of us earns our place as a Moonfarian through merit — Growth and Merit. We hire, retain, and develop exceptional people and invest in empowering them to excel. We must all earn our place at the table every day.

We understand the important role that diversity plays in our success. Different backgrounds, experiences and ideas push us further and raise the bar. We're committed to developing an inclusive and safe culture where everyone — regardless of colour, race, religion, sex, origin, sexuality, disability, marital status, citizenship or gender identity — knows that they are an integral part of the team and can bring their full potential to their work.