Director of Business Operations

About this position Attune is a female-led and operated team with 20+ years of experience in the luxury spa industry, and we pride ourselves on building community presence, as well as a team culture that is defined by our core values – integrity, authenticity, support and passion. As patients ourselves, we saw the med spa industry needed disruption. We are rapidly expanding locations across Connecticut and the northeast U.S., with future plans to launch our brand nationally. Position Summary Attune Wellness Med Spa is seeking a Director of Business Operations to own the operating and financial infrastructure of a multi-location medical aesthetics and longevity platform. This is the CEO’s right-hand seat. It exists because the business has grown faster than its back office, and the systems that produce clean numbers, controlled spend, accurate inventory, and consistent site execution now need a dedicated owner. This role sits between the field and the finance function. It owns accounts payable, the month-end close calendar, vendor and purchasing controls, inventory integrity, and the configuration and data quality of the Zenoti platform that every operational and financial report depends on. It also carries field responsibility: making sure each location executes daily financial and operational procedures correctly and consistently, and standing up new locations from permitting through opening. This is not a revenue-carrying sales leadership role. Location managers own their teams and their floors. Sales operations owns lead conversion and CRM performance. This role owns the systems, controls, and data those functions run on, and is the person the CEO relies on to know whether what the reports say is actually true. The ideal candidate has run back‑office operations for a multi‑unit healthcare, medical aesthetics, dental, veterinary, fitness, or franchise organization. They are comfortable in a general ledger and on a treatment floor in the same day, and they are motivated by building the operating discipline a platform needs before it scales, not by managing something already built. Key Responsibilities Financial Operations and Accounting Own the accounts payable cycle end to end. Receive, code, and enter vendor invoices; maintain the payables calendar; prevent late fees and duplicate payments; keep an accurate view of outstanding payables at all times. Own the month-end close calendar. Drive close to a defined, repeatable schedule in partnership with the outside accountant, including accruals, prepaid amortization, intercompany allocations, and location‑level cutoffs. Maintain the integrity of location-level P&L reporting. Ensure revenue, product cost, direct labor, and operating expense are coded to the correct entity, location, and account so that gross margin by location is accurate and comparable period over period. Establish and maintain a consistent cost‑of‑goods and direct labor classification. Resolve inconsistencies between how service delivery labor and product cost are recorded so that gross margin, contribution margin, and EBITDA are computed the same way every month. Build and maintain the budget‑to‑actual variance package. Produce a standard bridge from the operating budget to reported results, with written variance explanations by location and by category, delivered on a fixed monthly date. Prepare the investor and lender reporting package. Assemble the monthly financial and operating package for ownership, including location P&Ls, KPI summary, headcount and labor detail, and capital expenditure tracking. Support payroll and commission accuracy. Validate hours, tier assignments, commission calculations, and multi‑period payroll timing before submission, and reconcile payroll expense to the general ledger. Track and manage capital expenditure and funding requests. Maintain the capex schedule, prepare funding request documentation, and reconcile approved spend to actual disbursement. Business Systems Ownership: Zenoti and Connected Platforms Own Zenoti administration and configuration. Maintain organization‑level and center‑level settings, service and product catalogs, package and membership construction, expiry rules, category tagging, and display naming so that configuration is consistent across all locations. Enforce daily close discipline at every location. Ensure all invoices are closed and the register is closed daily. Open invoices and unclosed registers cause understated collections, inaccurate sales reporting, and disputed provider compensation. Run a back‑end audit as a safety net and drive the exception count to zero at the source. Own payment type and tender mapping. Verify that every tender type, including gift cards, package and membership redemptions, loyalty credits, and third‑party financing, maps correctly to collections so that reported revenue and cash reconcile. Maintain form and document mapping. Audit the master forms library and service‑level mapping for consent, pre‑care, and post‑care documentation. Ensure automated client communications match the actual service delivery model, including virtual versus in‑person visit types. Manage system access and permissions. Maintain a single access register across Zenoti, the accounting system, the CRM, payroll, banking, and vendor portals. Own role‑based permissions, onboarding and offboarding access changes, and periodic access review. Own the platform integration map. Maintain the data flow between Zenoti, the CRM, payroll, the website, and third‑party booking channels, and be the escalation point when data does not reconcile across systems. Manage the Zenoti vendor relationship. Own the support and escalation path, track open tickets and incidents, hold the vendor accountable to service levels, and pursue remedies when platform failures affect reporting. Raise system fluency across the team. Build and maintain quick reference guides, run refresher training, and close the gap between what the platform can do and what the team actually uses. Inventory, Purchasing, and Vendor Management Own inventory accuracy across all locations. Maintain receiving procedures, cycle counts, and periodic full counts. Investigate and resolve variance rather than adjusting it away. Establish product cost per service. Build and maintain visibility into consumable cost by service and by location so that service‑line profitability is measurable and pricing decisions are grounded in actual cost. Consolidate and simplify the ordering process. Replace manual order sheets with a controlled par‑level ordering process with defined reorder points, approved vendors, and documented approval thresholds. Reduce waste and expiry loss. Track expiring product, overstock, and breakage. Report loss monthly with root cause and corrective action. Own vendor contracts and spend. Maintain the master vendor list with contract terms, renewal dates, and pricing. Renegotiate key agreements, consolidate where volume allows, and eliminate redundant subscriptions and services. Field Operations Ensure daily operating procedures are executed at every location. Opening and closing checklists, cash drawer counts and drops, safe procedures, end‑of‑day summary reporting, temperature and equipment logs, and facility walkthroughs. Own cash handling controls. Standardize counting, drop, deposit, and reconciliation procedures across locations, and audit compliance on a defined cadence. Make SOPs findable and current. Maintain a single source of truth for operating procedures, pricing references, and protocols that is accessible at every location and actually used, with a defined review and update cycle. Support labor scheduling against demand. Partner with location managers to build schedules that match provider capacity to booked demand and to financial targets, and to flag overtime and coverage risk before it lands in payroll. Own facilities, equipment service, and IT at each site. Maintain preventive maintenance and service contracts for clinical equipment, and own connectivity, hardware, and point‑of‑sale infrastructure across locations. Lead new location openings. Manage the operational path from permitting through opening, including health district and licensing submissions, equipment procurement and installation, system configuration, vendor setup, inventory stocking, and staff readiness. Westport is the immediate priority. Reporting and Analytics Own the reporting calendar. Define what is produced daily, weekly, and monthly, who produces it, who receives it, and by when. Eliminate ad hoc report pulls and conflicting versions of the same number. Deliver the weekly operating dashboard. Revenue and collections by location, provider utilization, service mix, labor as a percentage of revenue, membership and package activity, and inventory position. Establish one definition per metric. Document how each reported metric is calculated so that operating reports, financial statements, and investor materials agree. Reconcile the operating system to the general ledger. Perform a monthly tie‑out between platform revenue and collections and recorded financial results, and investigate every material difference. Cross‑Functional Partnership This role does not carry a sales quota and does not manage providers or clinical staff. It succeeds by making other functions measurably more effective. Location managers. Provide the data, tools, and procedural clarity managers need to run their sites, and hold a consistent standard for daily financial and operational execution across locations. Sales operations and marketing. Ensure booking, pricing, promotion, package, and membership configuration is set up correctly and on time so campaigns and conversion work are not undermined by system errors. Clinical leadership. Support licensure and certification tracking, training completion records, equipment readiness, and documentation compliance, while maintaining clear separation between business operations and clinical decision‑making. Human resources and payroll. Support onboarding and offboarding logistics, systems access, timekeeping accuracy, and personnel record integrity. Outside accountants and advisors. Serve as the day‑to‑day operating counterpart to external accounting, legal, and compliance advisors. Compliance, Controls, and Risk Maintain licensing and regulatory documentation. Track facility licenses, health district approvals, professional licenses and certifications, medical waste agreements, and required renewals across all locations. Support compliance across regulated service lines. Coordinate with clinical leadership and outside counsel on documentation and operating requirements for regulated offerings, including telehealth, prescriptive services, and equipment‑based therapies. Maintain records retention and privacy standards. Ensure client and employee records are stored, accessed, and retained in line with applicable healthcare privacy requirements. Support audit and diligence readiness. Maintain documentation, schedules, and reconciliations to a standard that will withstand external audit, quality‑of‑earnings review, or lender diligence without a scramble. Internal Controls and Approval Authority This role touches vendor selection, invoice entry, inventory, and reconcilation. Those responsibilities are deliberately bounded to preserve segregation of duties, and the limits below are a permanent feature of the position rather than a probationary restriction. Bank access, signing authority, and payment release remain with the CEO and the outside accountant. This role prepares and submits payment batches; it does not release funds. Purchases above a defined threshold require CEO approval in advance. New vendor setup requires CEO approval. Bank and credit card reconciliation is performed or reviewed by a party independent of invoice entry. Inventory adjustments above a defined threshold require documented explanation and second‑party review. Payroll changes, including rate, tier, and commission structure changes, require documented approval before processing. Access to systems containing client health information is provisioned according to role and reviewed periodically. These controls protect the person in this seat as much as the business. They should be reviewed annually and tightened as the back office adds headcount. Key Performance Indicators This role is measured on the integrity, timeliness, and control of the operating and financial infrastructure, not on sales results. Close calendar adherence: number of business days to complete month‑end close Accuracy of location‑level P&L reporting, measured by restatements and post‑close adjustments Budget‑to‑actual variance package delivered complete and on the committed date Percentage of days with all invoices closed and register closed, by location Reconciliation of platform collections to recorded revenue, and size of unexplained variance Inventory count accuracy and shrink, waste, and expiry loss as a percentage of product cost Vendor spend under contract, and realized savings from renegotiation and consolidation Accounts payable aging and elimination of late fees and duplicate payments Purchase approval compliance and control exception count Reporting calendar adherence and reduction in ad hoc reporting requests Licensing, certification, and compliance documentation current with no lapses New location readiness milestones delivered on schedule and on budget System access register accuracy and completion of periodic access reviews Direct labor and operating expense as a percentage of revenue, tracked against plan #J-18808-Ljbffr