Growth Partnership Manager

Company Overview

DiDi Global Inc. is the world’s leading mobility technology platform. It offers a wide range of app-based services across markets including Asia-Pacific, Latin America and Africa, including ride hailing, taxi hailing, chauffeur, hitch and other forms of shared mobility as well as auto solutions, food delivery, intra-city freight, and financial services.

DiDi provides car owners, drivers, and delivery partners with flexible work and income opportunities. It is committed to collaborating with policymakers, the taxi industry, the automobile industry and the communities to solve the world’s transportation, environmental and employment challenges through the use of AI technology and localized smart transportation innovations. DiDi strives to create better life experiences and greater social value, by building a safe, inclusive and sustainable transportation and local services ecosystem for cities of the future.

For more information, please visit: www.didiglobal.com/news

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Team Overview

You'll join the Growth & Loyalty team and own the partnership's growth agenda across LATAM — Mexico, Colombia, Peru, and Costa Rica. Partnerships are becoming an increasingly relevant lever to expand our marketplace operations, and this role owns how we build it: how we choose partners, how users flow in, what happens to them once they arrive, and what it's worth to us.

This is a build role. You'll start from a blank page, and the plan only works if you can move Product, CRM, Marketing, Finance, and the Partnerships/BD teams — at Senior Manager and Director level — around a direction you defined and can defend with numbers.

It's also a role built for how we work now. AI is embedded in how this team analyzes data, builds models, and ships analysis, and we expect this role to operate with the output of a small team.

Role Responsibilities

• Designing the partnerships growth engine. Build the playbook from scratch: partner prioritization criteria, offer and incentive design, user journey, platform requirements, measurement, and incentive step-down logic — so each new partnership launches from a model rather than from zero.
• Building and sequencing the plan. Turn an open-ended ambition into a roadmap with milestones, dependencies, decision gates, and a business case per partnership — including the recommendation to scale, restructure, or end one.
• Running the campaign portfolio end to end. Own scoping, targeting, CRM and creative briefing, launch, in-flight optimization, and post-mortem across four markets.
• Owning the LTV of partnership-acquired users. Design activation and retention paths by cohort, taper incentives, and drive these users into repeat orders and membership — with CAC and contribution margin as guardrails.
• Translating the plan into product and platform requirements. Define what each partnership needs from the product — integration, attribution, targeting, journey — assess the full implications before launch across P&L, user quality, operational load, and effect on existing channels, and work with Product and Engineering to get it prioritized and built.
• Aligning the organization behind the plan. Build the case and move Directors and Senior Managers across Growth, Product, Marketing, Finance, and BD onto the same timeline, and bring user-value and unit-economics logic into how partnership deals are shaped.
• Operating with AI leverage. Run your own analysis, models, dashboards, and incrementality measurement — so the constraint on this role is judgment, not capacity.

Role Qualifications

• Agency, above everything else. You have driven programs to completion where nobody involved reported to you, and you did it by building an argument people couldn't ignore — not by escalating.
• A working AI practice, not an interest in AI. You already use it daily to analyze data, write and debug queries, build models, and compress work that used to take a team. You can show us what you have built with it.
• The drive to build it yourself. This role designs the plan and executes it. Most of the value is created in the trenches, not in the deck.
• A holistic read on implications. You think through what a plan does to the P&L, to user quality, to the product roadmap, and to the teams who have to run it — before it launches, not after.
• Structured thinking. You take an ambiguous problem and break it into a hypothesis, a sequence, and milestones someone can be held to. Consulting or strategy training is one way to get there, and welcome, but not the only one.
• Commercial judgment. Unit economics, CAC/LTV, contribution margin, and investment trade-offs are language you're fluent in.
• Hands‑on analytical depth. SQL and advanced spreadsheet work, plus the ability t