About the role

Own a business unit of 20–40 people across operations, support, and delivery. Drive KPIs, develop direct reports, and represent the department in executive reviews. Build the operating cadence, resolve cross-functional blockers, and scale the team through a growth phase.

Who succeeds here

5+ yrs people management · managed 15+ direct/indirect reports · owned team P&L or budget · track record of developing talent into senior roles

Company context

Series B · scaling phase · high autonomy · results-driven culture · promotion from within valued

First 90 days

Week 1-2: 1:1s with every direct report and indirect manager. Identify the 3 people most at risk of leaving. Week 3-6: Diagnose why the team missed KPIs the last 2 quarters. Present the root-cause analysis (not blame) to the COO. Week 7-10: Restructure the team into clearer accountability lines. Make at least one performance management call that the previous manager avoided. Week 11-13: Build the operating cadence — weekly business reviews, monthly skip-levels, quarterly succession planning. Present 12-month plan to the executive team.

What we'll evaluate

• People Development (30%)
• Operational Execution (25%)
• Cross-functional Influence (25%)
• Strategic Thinking (20%)