Website:
flexiroundtables.com
Job details:
Head of Operations
Role: Head of Operations
Employment Type: Full-Time | Leadership Role
Work Model: Remote / Global
Experience: 7–15 Years
Travel: Domestic & International Travel Required
Long-Term Opportunity: ESOPs + Global Leadership Opportunity
About the Role
We are looking for a highly execution-driven Head of Operations to build the operating engine for the company's next phase of growth.
This is a leadership role for someone who can bring structure, speed, accountability and predictability to a fast-growing organization.
You will work closely with the Founder and leadership team to ensure that business commitments translate into high-quality execution.
The mandate is:
People → Process → Execution → Measurement → Improvement → Scale
Global Expansion
The organization is entering an important phase of international growth.
The role will initially operate in a remote model, while over the next six months we plan to establish an office and operating presence in the Middle East.
The Head of Operations should therefore be comfortable with:
- Frequent domestic travel.
- International travel as required.
- Spending time in the Middle East.
- Managing operations across multiple cities and countries.
- Working across different time zones.
- Building distributed teams.
- Establishing processes in new markets.
- Taking broader global responsibilities as the organization scales.
The person should be excited by the opportunity to build an operating model rather than inherit one.
ESOP & Ownership Opportunity
For the right leader, this role will include an opportunity to participate in the company's ESOP program, subject to applicable company policies, eligibility, approvals and vesting terms.
We are looking for someone who operates with an owner's mindset — someone who considers cost, quality, customer experience and long-term scalability before making decisions.
Key Responsibilities1. End-to-End Operational Leadership
Own the operational execution of the business.
Create visibility across:
Projects | Customers | Teams | Vendors | Timelines | Costs | Deliverables | Risks
Ensure every important initiative has:
- Clear ownership
- Defined timelines
- Measurable outcomes
- Documented processes
- Appropriate resources
- Escalation mechanisms
- Closure accountability
2. Build Scalable Processes
As the company grows, informal execution needs to become repeatable systems.
Build and continuously improve:
- SOPs
- Project workflows
- Approval mechanisms
- Quality-control systems
- Vendor processes
- Customer delivery processes
- Internal communication systems
- Escalation frameworks
- Management dashboards
The objective is structure without bureaucracy.
3. Project & Delivery Excellence
Ensure projects move successfully from:
Requirement → Planning → Resource Allocation → Execution → Quality Control → Delivery → Closure
Establish project-management standards across the organization.
Track critical dependencies and intervene early when projects are at risk.
4. Customer & Stakeholder Experience
Operations should protect the customer experience.
Ensure:
- Commitments are documented.
- Timelines are communicated.
- Deliverables meet expectations.
- Issues are resolved quickly.
- Internal ownership is clear.
- Customers receive proactive communication.
- Post-project closure is systematic.
The objective is to build an organization where execution quality becomes a competitive advantage.
5. Team & Resource Management
Build the operational organization required for scale.
- Define roles and responsibilities.
- Identify hiring requirements.
- Improve resource utilization.
- Develop managers.
- Establish accountability.
- Build performance metrics.
- Identify capability gaps.
- Create effective operating rhythms.
6. Vendor & Partner Operations
Build a reliable ecosystem of external partners and vendors.
Own:
- Vendor selection
- Negotiations
- Commercial evaluation
- Service-level expectations
- Quality control
- Performance reviews
- Cost optimization
- Contingency planning
Develop scalable vendor networks across new markets as the organization expands.
7. Cost & Operational Efficiency
Work closely with leadership and finance to improve operating economics.
Monitor:
Budget | Actual Cost | Variance | Resource Utilization | Vendor Cost | Efficiency
Identify opportunities to:
- Reduce unnecessary expenditure.
- Improve procurement.
- Automate repetitive work.
- Improve resource utilization.
- Negotiate better commercial terms.
- Increase operating leverage.
Growth should not require operational costs to increase at the same rate.
8. Technology & Automation
Work closely with the technology team to digitize operations.
Identify:
Manual Process → Bottleneck → Automation Opportunity → Implementation → Measurable Impact
Drive adoption of appropriate systems for:
- Project management
- CRM
- Workflow automation
- Reporting
- Documentation
- Vendor management
- Business intelligence
The Head of Operations should actively use AI and automation to improve productivity and execution visibility.
9. Management Dashboards
Build a real-time operating view for leadership.
A typical dashboard should answer:
What's happening?
What's on track?
What's delayed?
Who owns it?
What's costing more than expected?
What requires intervention?
What's the next action?
Leadership should not need multiple meetings to understand the state of the business.
10. Risk & Escalation Management
Create systems for identifying operational risks early.
Maintain visibility into:
- Critical dependencies
- Delivery risks
- Vendor risks
- Resource constraints
- Cost overruns
- Customer escalations
- Operational bottlenecks
Bring leadership problems with recommended solutions, not just problems.
11. Global Operations
Build the operating model required to support international expansion.
The upcoming Middle East presence will be an important initial priority.
Responsibilities will include:
- Establishing regional operating processes.
- Building local vendor ecosystems.
- Supporting office setup and operational readiness.
- Creating cross-market SOPs.
- Coordinating distributed teams.
- Maintaining consistent standards across geographies.
- Adapting operating processes to regional requirements.
What We Are Looking For
- 7–15 years of experience across operations, business operations, program management or operational leadership.
- Proven experience managing complex, multi-stakeholder execution.
- Strong process-building capabilities.
- Excellent project-management discipline.
- Strong commercial and cost awareness.
- Experience managing teams and external vendors.
- Strong analytical and reporting capabilities.
- Excellent stakeholder-management skills.
- Ability to work directly with founders and senior leadership.
- Strong problem-solving and decision-making ability.
- Comfortable operating with ambiguity.
- Comfortable working remotely and managing distributed teams.
- Willingness to travel domestically and internationally.
- Willingness to spend time in the Middle East as the business expands.
Who Will Succeed Here
We are looking for someone who sees complexity and immediately starts creating structure.
Someone who doesn't say:
“The team has been informed.”
But instead asks:
Who owns it?
When will it be completed?
What's blocking it?
What's Plan B?
Has the outcome been verified?
Has it been closed?
This position requires someone who can move between boardroom-level operating decisions and last-mile execution details without losing effectiveness.
Key Performance Indicators
Success will be measured through:
- On-time delivery
- Customer satisfaction
- Operational quality
- Cost efficiency
- Team productivity
- Project profitability
- Process adherence
- Reduction in avoidable escalations
- Vendor performance
- Automation adoption
- Speed of issue resolution
- Successful new-market operations
- Global operational readiness
First 180 DaysDays 1–60 — Understand
Map the existing operating model, projects, people, processes, vendors, costs and major execution bottlenecks.
Days 61–120 — Structure
Introduce operating dashboards, SOPs, accountability mechanisms and standardized project-management processes.
Identify automation and cost-optimization opportunities.
Days 121–180 — Scale
Build a more predictable operating engine capable of supporting significantly higher business volumes while preparing operational infrastructure for the company's Middle East expansion.
Role Philosophy
The Head of Operations should make growth easier to execute, not harder to manage.
As the organization expands across markets, this person will be responsible for creating an operating system capable of maintaining speed without losing quality.
Create structure. Drive accountability. Protect quality. Improve economics. Build operations that can scale globally.
Click on Apply to know more.
