Chief Operating Officer

The Chief Operating Officer will own the P&L across business units, setting targets and driving outcomes. They will build the operating system from scratch, including KPIs, scorecards, operating cadence, incentive structures, and process automations. The COO will direct management of department heads and senior operators, making hard calls on exits, restructures, and resets.

Key responsibilities include:

• P&L ownership: Full P&L ownership across business units, setting targets and driving outcomes
• Operating system: Building the accountability infrastructure from scratch, including KPIs, scorecards, operating cadence, incentive structures, and process automations
• Team performance: Direct management of department heads and senior operators, making hard calls on exits, restructures, and resets
• GTM execution: Partnering with marketing and sales leadership on pipeline, conversion, and revenue operations
• Hiring & people ops: Partnering with People & Talent to build management depth

Must-haves include:

• Verifiable P&L ownership: Revenue grew or margin improved during specific tenure, confirmable by a named third-party source
• Operated across at least two domain families: GTM (marketing/sales/CS), Ops/Finance (P&L/systems), and People (management/accountability)
• Built operating infrastructure from scratch: Not inherited, not fractional; real systems with named outputs and before/after outcomes
• Made hard people decisions: Exits, restructures, performance management with consequences
• In-house operating experience inside an actual operating company: Not exclusively consulting, advisory, or fractional

Strong signals include:

• COO, President, GM, MD, VP Operations, or Head of Operations title in a founder-led company (50–500 employees)
• Background in coaching, SaaS, agency, info products, performance marketing, or high-velocity services
• Doubled revenue or improved EBITDA margin by 5%+ in a tenure window, documented
• Built an operating cadence (weekly reviews, KPI dashboards, incentive structures) that outlasted tenure

Hard disqualifiers include:

• Exclusively functional specialist: Pure CMO, CFO, or CRO with no cross-functional P&L accountability
• Fractional or interim-only career with no in-house operating tenure
• Pure advisory or consulting background with zero in-house operating roles
• Harmony-seeking/consensus-building DISC profile: This environment is fast and founder-led
• Zero verifiable P&L or revenue outcomes across career
• No GTM exposure: An ops-only operator who has never owned a commercial outcome