Head of Operations

As Head of Operations you will own 3 areas:

First, the path from signed contract to live revenue. When a partner signs for one of our product lines (Gigs for Work, Connect, API), marketing, implementation, product, partner management, and go-to-market each own a piece of what happens next, and nobody owns the whole thing. Launches take longer than they should. You will own that path end to end and turn it into a process we can repeat.

Second, the company's operating cadence. Gigs is approaching 200 people, and the planning cycles, business reviews, and decision forums need a full-time owner. The founders do this work today, which pulls them away from strategy. You will take it over, and make sure the goals leadership sets reach every team that has to deliver them.

Lastly, you will also run Business Operations, and set the operational standards that our functional ops teams work to. This role sets the pace and the bar for how Gigs operates. You will build what does not exist yet, not maintain what already does.

Compensation: $300K+ and a signifcant equity package. 

1. Customer and partner lifecycle, from signed deal to live revenue

• Own the process that takes a partner from signed contract to live, revenue-generating product.
• Build one repeatable launch process with clear stages, named owners, timelines, and go-live readiness criteria, so no launch gets reinvented.
• Stitch together the handoffs between go-to-market, partner management, implementation, product, and support, and close the gaps where work currently stalls.
• Shorten time to launch as the playbook matures, and make that number visible to the company.
• Build the feedback loops, internal and external, that show where launches get stuck.

2. Company operating cadence and business reporting

• Design and run the rituals that keep Gigs coordinated: annual planning, quarterly goal cycles, leadership syncs, and business reviews.
• Run a goal-setting framework teams use and trust, and make sure goals travel all the way down, so an engineering manager's team knows what it is building and how it ladders up.
• Build a single source of truth for company-level KPIs, with a monthly and quarterly business review process that has a consistent format and clear ownership.
• Run clear decision forums so issues surface early and do not stall.
• Build the operational layer that catches and routes day-to-day escalations, so founders stop being the default path.

3. Operational standards across functions

• Operations capability at Gigs sits inside functions: support ops, growth ops, people ops, connectivity ops, and later product, legal, and talent ops. That is healthy. Without a layer above it, each function optimises locally, tooling fragments, and cross-functional dependencies get dropped.
• Set the shared operating principles, tooling conventions, and process standards that functional ops teams apply in their own domains.
  • Keep reporting consistent and non-duplicative across those teams.
  • Work with connectivity ops on reliability: clear SLAs, escalation paths, and quality monitoring for provisioning and activation.
• Over time there is a path for functional ops leads to report into this role, consolidating operational leadership under one owner.

4. Business Operations

• Own the BizOps team, which covers the work that does not fit inside one function.
• Expansion operations: the operational backbone for launching new markets and products, working with go-to-market, product, and partnerships so new bets land well.
• AI operations: Gigs' internal leverage from AI. Find where AI compresses work, pilot the tooling, embed the workflows, and prove the efficiency.
• Special projects: the high-priority cross-functional projects that sit above any single team, where speed and a dedicated owner matter more than org lines.

• You have built operational infrastructure at a high-growth startup or scaleup, ideally through a 250+ person scaling phase. You built it, you did not inherit it.
• You straddle two layers that rarely sit in one person. You can run real operations (playbooks, process design, launches, ops teams) and you can think strategically about where the business should go. Strong on one and thin on the other will not work here.
• You have owned a process that crosses many functions and made it hold, including the handoffs, the owners, and the follow-through.
• Strong planning and process instincts. You can design a planning cycle, run a business review, and build accountability systems without over-engineering them.
• Analytically sharp. You define the metrics, work with the data, and build the reporting yourself rather than queueing a data team.
• You set pace. You are direct, you close loops, and you raise the bar for how the people around you work. This is a culture-setting hire.
• A track record of using AI as a real operational lever, with efficiency you can point to rather than tools you can list.
• Helpful: exposure to international expansion, market launches, multi-jurisdiction operations, telecom, payments, or API-first infrastructure.
• Based in or moving to New York or San Francisco.