Chief Operating Officer

The CEO is doing two jobs: setting strategy and running day-to-day operations. Your job is to take the second one and run it better than he does. You own execution across the whole company so the CEO can focus on product vision, new verticals, and growth bets. What you will own

• The operating system of the company: department goals, KPIs, weekly scoreboards, and accountability across Supply, Demand, and Marketplace teams
• Department heads: run their cadence, remove blockers, make sure every leader hits their two core KPIs with hard guardrails against metric gaming
• P&L discipline: unit economics per department, cost caps, and a clear path to our monthly net profit target
• Cross-team execution: when a launch needs Supply, Demand, and Product working together, you make it happen on time
• Hiring and org design as we scale into new lead verticals (insurance, loans) What success looks like in 12 months
• Every department runs on 2 KPIs with guardrails, reviewed weekly
• Net profit target hit and holding
• CEO is out of day-to-day operations completely
• At least one new vertical launched without breaking the core business Who you are
• You have run operations at a proptech or marketplace company doing $10M+ in annual revenue. This is a hard requirement
• You know CPL, EPL, funnel math, and refund economics cold
• You have managed remote teams across time zones
• You are a scoreboard person, not a whitepaper person. You simplify, you do not add process for its own sake
• You are direct. You tell the CEO when he is wrong
• Bonus: you have taken a company through a major scale-up or exit What this is not
• Not a strategy-deck job. You ship outcomes, not documents
• Not a caretaker role. If nothing changes in 90 days, it did not work Comp Competitive base plus performance bonus tied to net profit. Details discussed in the process. To apply, send a short note on the hardest operational problem you have solved and what the numbers were before and after.