About the role
About Us
We are a stealth-stage fund and tech startup operating at the intersection of alternative markets and quantitative strategy. Backed by experienced operators and growing quickly, we are building the infrastructure to scale a high-performance, data-driven business.
We have found something that works. What we have not yet built is the machine that runs it at ten times the current volume, and the founder is currently the machine.
The Role
Every department in this company reports to the founder today. That is why this role exists.
As COO you own the internal engine end to end: how work enters the business, how it moves through delivery, and whether it comes out the other side at the quality we promised. The founder moves to strategy, capital and external growth. You take everything else.
This is not a caretaker role for a machine that already runs. Several of the departments you will own do not have a manual, a metric or in some cases a manager. You are being hired to build those, in order, while the current volume keeps flowing.
What You'll Do
Take the operating load. Become the person the company runs through, so the founder is not the escalation point for eight departments.
Own throughput and the quality that comes with it. We need to multiply the number of people we take through our delivery pipeline each week without the failure rate rising. Both halves of that sentence are the job.
Build the operating cadence. A weekly meeting structure with real accountability, quarterly goals with named owners, and a company scorecard of eight to twelve numbers. Most of those numbers do not exist yet. You will define them and then make them true.
Write the operating manual. We have almost no documented processes. You will map the core ones, get them written down, and cut how long it takes a new hire to become useful.
Make quality measurable. Nothing in the business currently logs mistakes. You will change that across delivery, support and review, and use what it tells you.
Consolidate the tooling. Real-time visibility of the whole business in one place, rather than the several disconnected systems people half-trust today.
Hire and keep operators. Several senior seats are open and more are coming. The quality of the people underneath you is the ceiling on everything above.
Open new markets. Two geographic expansions are in flight. The blocker on both is operational, not technical.
Requirements
You have scaled a delivery organization from tens of people to hundreds, and you can talk about what broke on the way
You have owned a P&L, or operated close enough to one to be accountable for unit economics
You are a systems thinker. You see the business as connected loops and you go to work on the actual constraint rather than the loudest complaint
You reach for process and automation before you reach for headcount
You are a strong, direct writer. Half of this job is making a decision legible to people who were not in the room
You hold a high bar and you have hired people who hold it too
You have the emotional intelligence to restructure a department without losing the people in it
You are comfortable with ambiguity, unglamorous work, and a business that is still deciding some things about itself
Bonus Points For
High-volume logistics, gig-economy platform operations, fintech or KYC onboarding, or manufacturing throughput
Multi-state or cross-border operations
Having run a formal operating system such as EOS, and being pragmatic rather than religious about it
Strategy and operations consulting background paired with real line experience
Interest in startups, investing, alternative markets, or behavioral strategy
Benefits
A genuine number two seat with real authority, not a title
Competitive cash compensation
Direct partnership with the founder, no layers
Build the operating system of a company from the ground up
Flexible location and hours
Originally posted on Himalayas
