Head of Operations

⚙️ Head of Operations IEHO042RUN THE ENGINE. IMPROVE THE ENGINE. BUILD AN OPERATION THAT SCALES WITHOUT THE CEO HOLDING IT TOGETHER. Remote | Senior Leadership | Compensation Discussed During HiringBefore reading anything else about this opportunity, watch this short Loom from the CEO:👉 https://www.loom.com/share/729d3dfc2f634174a07ee8723308738e Job SnapshotWe’re hiring a senior Head of Operations to own the execution layer of the business.Your responsibility is simple to describe and difficult to execute:Make sure the company’s operating engine works every day, then continuously make that engine better.You’ll own the systems, processes, accountability mechanisms, operational infrastructure, and cross-functional coordination that turn company strategy into reliable execution.You’re winning when departments execute against the right priorities, managers are accountable, KPIs provide real visibility, operational problems are solved at the correct level, and the business becomes more efficient as it grows.This is not a role for someone who wants to manage tasks.You own the quality of the operating system itself. About the CompanyWe’re a fast-growing, execution-focused business operating across multiple interconnected functions.As the company grows, so does operational complexity: more people, departments, systems, suppliers, decisions, and dependencies.Without a strong operating system, growth creates friction. Information gets lost, ownership becomes unclear, managers drift from priorities, recurring problems remain unresolved, and the CEO gets pulled back into day-to-day operations.We want the opposite.Growth should create leverage rather than chaos.The Head of Operations is responsible for making that happen. The RoleThink of the company as an engine.Each department is one part of that engine, with its own people, systems, workflows, SOPs, KPIs, tools, and external partners.As Head of Operations, you own that engine from an operational perspective.Your mandate has two equally important parts:1. Run the EngineMake sure day-to-day operations work reliably.Departments are executing. Managers know what they own. KPIs are visible. Priorities are clear. Fulfillment works. Inventory is available. Problems are resolved. Cross-functional dependencies don’t quietly break.The company should operate consistently without the CEO supervising routine execution.2. Improve the EngineYou’re not being hired simply to maintain what already exists.You’ll continuously identify what is slow, broken, unnecessarily complicated, manual, fragile, or dependent on specific people and improve it.Every month, the operation should become:Faster. Simpler. More reliable. More scalable. Better documented. More automated. Less dependent on individuals.A good Head of Operations keeps the engine running.A great Head of Operations makes the engine better while it runs. Key Responsibilities1. Own Company-Wide Operational ExecutionEnsure managers and departments are working toward the correct objectives.Maintain visibility over KPIs, priorities, milestones, blockers, and action items.Create clear accountability for operational outcomes.Coordinate dependencies between departments.Identify execution gaps before they become major problems.Step in when operational performance breaks down.Ensure teams have the information, systems, workflows, and ownership required to execute.Resolve routine operational decisions without unnecessary CEO involvement.Your job is not to personally perform every operational task. Your job is to make sure the organization reliably performs them.2. Continuously Improve the Operating SystemIdentify bottlenecks, recurring problems, and unnecessary complexity.Diagnose root causes rather than repeatedly treating symptoms.Simplify workflows and remove unnecessary touchpoints.Build missing operational systems.Improve workflows, SOPs, and processes.Automate repetitive work where it creates meaningful leverage.Remove unnecessary dependencies on specific individuals.Improve operational speed, quality, reliability, and scalability.Ensure improvements are actually implemented.You should constantly be asking:What is breaking? What is slowing us down? What keeps happening? What can be simplified? What can be automated? What will break at the next stage of growth?Then fix it.3. Own KPI Visibility & AccountabilityCreate an organization where performance problems become visible early.You’ll ensure:Every department has meaningful KPIs tied to its outcomes.Managers understand what they are accountable for.KPI dashboards and scorecards remain accurate and current.Performance is reviewed consistently.Missed targets lead to diagnosis and corrective action.Ownership does not disappear between departments.Leadership has clear operational visibility without manually chasing updates.Accountability should be built into the operating system, not depend on the CEO asking whether something got done.4. Build Scalable Systems, SOPs & DocumentationEnsure critical workflows and systems are documented.Establish simple, usable SOP standards across departments.Hold managers accountable for maintaining documentation.Remove obsolete or unnecessarily complicated processes.Standardize workflows where it improves execution.Centralize important operational knowledge.Build systems that allow people to execute without repeatedly asking for clarification.The objective is not maximum documentation.It is operational repeatability.5. Own Fulfillment, Logistics & Supply Chain ReliabilityEnsure physical operations can support company growth across:Checkout → Warehouse → Shipping → DeliveryThis includes:Managing 3PLs, couriers, warehouses, suppliers, agencies, and operational partners.Maintaining reliable and timely order fulfillment.Reducing delays, lost shipments, errors, and recurring fulfillment issues.Ensuring logistics capacity grows with demand.Forecasting inventory needs with Growth/Marketing.Establishing reorder thresholds and procurement timing.Coordinating manufacturing and inbound inventory.Preventing avoidable stockouts and excessive overstock.Maintaining reliable inventory visibility.Customers should continue receiving products reliably as the company scales without unnecessary cash being trapped in inventory or growth being constrained by operational failures.6. Strengthen Managers & Organizational AlignmentEnsure department leaders understand company priorities and translate them into execution.Hold managers accountable for their teams’ outcomes and operating systems.Identify unclear ownership or organizational gaps.Ensure managers build the structure their teams need to perform.Coordinate cross-functional execution.Intervene when a department’s operating system breaks down.The objective is not to replace managers.It is to make the management layer stronger.7. Own Operational Capacity & External ExecutionIdentify operational capacity gaps.Lead hiring for delegated execution-level roles.Support recruitment for senior roles.Manage contractors, agencies, vendors, and external partners.Establish clear performance expectations.Address or replace underperforming partners.Ensure new operational hires integrate effectively into company systems.Capacity should scale before it becomes a constraint.8. Protect CEO LeverageOne of the clearest indicators of success is that the CEO becomes less involved in routine operations.When escalation is genuinely required, bring a decision-ready summary containing:Problem — What is happening and why does it matter?Evidence — What data, context, constraints, and dependencies matter?Options — What are the viable solutions and trade-offs?Recommendation — What should happen and why? The CEO should receive decisions to make, not operational problems to investigate.What Success Looks LikeYou’re winning when:Day-to-day operations run reliably without constant CEO intervention.Departments execute against the correct company priorities.Managers own their outcomes and operate effectively.KPIs provide accurate, timely visibility.Problems are identified before they become emergencies.Recurring problems become system improvements rather than recurring firefights.Cross-department dependencies are clear and coordinated.Fulfillment remains reliable as order volume increases.Inventory supports growth without chronic stockouts or unnecessary overstock.Critical knowledge is documented and transferable.Systems become simpler and more automated over time.Teams execute without repeatedly asking for information or clarification.External partners deliver against clear standards.CEO involvement in routine operational decisions decreases. Most importantly:The company becomes easier to operate as it grows, not harder.Direction Matters as Much as ExecutionEfficient execution of the wrong priorities is still failure.You must continuously connect:What the business is trying to achieve → what departments are prioritizing → what teams are actually executing.Managers need to translate strategic clarity into correct day-to-day intent.When those become disconnected, you identify it and correct it. We don’t want to become efficiently wrong.Required ExperienceThis role requires someone who has already operated across multiple functions and understands how a business fits together end-to-end.You should have:Proven experience owning operations across a growing business or similarly complex environment.Experience managing managers, not only individual contributors.Strong systems and process-design capability.Experience building operational accountability and KPI systems.Demonstrated ability to diagnose bottlenecks and fix root causes.Experience building SOPs, workflows, and scalable operational infrastructure.Experience coordinating execution across multiple departments.Strong understanding of automation and operational leverage.Experience managing vendors, agencies, contractors, or external partners.Strong decision-making and problem-solving judgment.Ability to operate independently without constant CEO direction.For this business specifically, meaningful experience with e-commerce operations, fulfillment, logistics, inventory, supply chain, or 3PL management is highly valuable. We care much more about what you have owned and improved than how long you have held an operations title.Tools & EnvironmentYou’ll operate across systems covering:Project and task managementKPI dashboards and reportingSOP and knowledge managementInventory management3PL and fulfillment systemsCommunication and collaborationHiring and team managementAutomation and integrationsOperational analyticsSpecific tools matter less than your ability to understand how the entire system connects.You should be capable of learning a tool quickly, questioning whether it should exist at all, and replacing it when a simpler system would produce a better outcome.Decision-Making AuthorityThis role comes with meaningful authority.We do not want a Head of Operations who needs CEO approval for every operational decision.Operational SpendingYou may independently approve operational expenditures below $1,000 within your area of responsibility, including appropriate tools, software, services, vendors, and process improvements.Commitments above $1,000 require CEO approval. HiringYou may independently lead and approve hiring for team-layer execution roles within approved scope and budget, including:Virtual assistantsCustomer supportVideo editorsGraphic designersUGC managersOther non-senior execution rolesSenior, department-head, executive, or strategically high-leverage hires require final CEO approval.Operational SystemsYou’re expected to independently improve operational systems and workflows within established company direction.Escalation is required when a decision:Exceeds financial authority.Creates material strategic ambiguity.Structurally changes multiple departments.Involves senior or executive hiring.Creates material risk to revenue, brand, or core business direction.Autonomy means knowing what you own, making those decisions confidently, and recognizing when something genuinely belongs at CEO level. Who Thrives HereYou’ll thrive if you:Naturally see businesses as interconnected systems.Bring structure to complexity.Have a strong bias toward clarity and defined ownership.Get uncomfortable when the same problem happens twice without a systemic fix.Stay calm when multiple operational issues happen simultaneously.Diagnose before reacting.Think about upstream causes instead of downstream symptoms.Take responsibility for outcomes.Continuously question whether workflows can be simpler or better.Are comfortable holding managers accountable.Can make decisions independently.Prefer building mechanisms over becoming the mechanism yourself.Think about leverage rather than personal busyness.Your instinct when encountering chaos should be to structure it. Who Will StruggleThis role is unlikely to fit if you:Need the CEO to tell you what to do next.Are primarily a project manager or task coordinator.Solve recurring problems manually instead of fixing their causes.Avoid difficult accountability conversations.Need perfect information before making decisions.Build complicated systems when simple ones would work.Escalate problems without investigating and proposing solutions.Confuse being busy with producing outcomes.Prefer personally controlling execution instead of building systems others can operate.Allow unclear ownership or operational disorder to persist.Focus exclusively on execution without questioning whether the organization is executing against the correct priorities. The Operating StandardA strong Head of Operations does not make themselves indispensable by personally solving everything.They do the opposite.They build an organization where:People know what they own.Managers know what success looks like.KPIs expose problems early.Systems make execution repeatable.Departments work together.Recurring problems become permanent improvements.The CEO stays focused on high-leverage decisions.Every month, the operating engine should become:A little better. A little faster. A little simpler. A little more reliable. A little less dependent on individual people.That is the standard.CompensationCompensation will be discussed during the hiring process based on experience, track record, location, and expectations.This is a senior leadership position, and compensation will reflect the level of ownership expected. Hiring ProcessApplication → Initial Interview → Deep-Dive Interview → Practical Operational Case → Final Leadership Discussion → OfferExpect us to go deep into real situations from your career.We want to understand:What was broken? How did you diagnose it? What did you change? How did you implement it? What measurable outcome improved? Did the improvement continue working without you?ApplicationIf you have built and operated systems that allowed a growing company to execute with more clarity, reliability, and leverage as complexity increased, we want to hear from you.Be prepared to demonstrate:1. Operational OwnershipA business or major operating function you owned end-to-end.2. Systems ImprovementA recurring operational problem you permanently solved rather than repeatedly managed.3. ManagementManagers or teams you held accountable and made more effective.4. ScaleHow your systems performed as volume, headcount, or complexity increased.5. CEO LeverageExamples of decisions, systems, or structures that removed senior leadership from routine operations. 👉 Apply here:https://www.orgboard.co/jobs/1c93e94f5a2d411ba00be8d6645e3fca?src=linkedin_recruiterWe’re not hiring someone to keep track of the operation.We’re hiring the person who makes the operating engine work, and then makes it better.Please note: Due to the volume of applications received, only shortlisted candidates will be contacted.