COO (Chief Operating Officer)

Stealth-Stage Fund And Tech Startup Coo Opportunity 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. 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. 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.