Director - Strategy & Operations

Responsibilities

Strategic planning and operating cadence 

• Own the CBO's planning calendar: quarterly OKRs, board and leadership-team materials, and the narrative that ties disparate initiatives into one story 

• Turn a strategic direction into a written plan with owners, milestones, and a decision log, and chase it to completion rather than to a slide 

• Prepare the CBO for every high-stakes room, investor updates, executive reviews, by sharpening arguments & perspectives 

Cross-functional program management 

• Run point on flagship, cross-functional programs spanning various GTM, delivery, and tech functions, where no single function owns the outcome end to end 

• Unblock stalled work by finding the actual decision-maker and getting a decision, not a status update 

• Build the reporting rhythm, dashboards, weekly reviews, escalation paths, that lets the CBO manage by exception rather than by memory 

0-to-1 business building 

• Assist with standing up new business lines, partnerships, or markets from a one-paragraph thesis: market sizing, business case, initial plan, and the first few actions 

• Operate without a playbook or precedent, and write the playbook as you go so the next 0-to-1 motion starts faster 

• Know when to kill a 0-to-1 bet early rather than let it drift on inertia 

BD and partnerships support 

• Support deal structuring, diligence, and negotiation prep for new partnerships and strategic relationships 

• Own the follow-through after a deal signs: the handoff to the functions that will run it, and the check that it delivers what was promised 

Marketing, research, and narrative 

• Shape the external and internal narrative for major announcements, positioning shifts, and thought leadership tied to the CBO's initiatives 

• Partner with Marketing to convert field and partner evidence into content and messaging: what a partner program needs next, what a bank objected to, what changed a deal 

• Produce research, reports, analysis, commentary, and PoV to support the above 

Analysis and decision support 

• Build the models, market maps, and competitive analyses that back executive decisions, at a rigor that survives a board's questions 

• Turn ambiguous, half-formed asks into a structured problem with a recommendation and clear narrative 

Acting as the CBO's proxy 

• Represent the CBO's office in cross-functional rooms, partner meetings, and internal reviews the CBO cannot attend, with standing authority to speak for the office's position 

• Know which decisions must go back to the CBO and which can be made and reported 

Key Performance Metrics

Success in the initial 18 months is measured in two parts. The first is what you build, and it is yours alone. The second is what you contribute to, alongside the functions the CBO's office touches. 

What you build and own: 

• An operating cadence, OKRs, program reviews, a decision log, that runs without the CBO chasing it, covering at least three concurrent cross-functional programs 

• At least one 0-to-1 business motion carried from a one-paragraph thesis to a running initiative with its own plan and owner 

• A reporting and escalation system that surfaces a stalled cross-functional decision before it slips a quarter, not after 

• A written playbook for standing up a new business line, partnership motion, or program, reusable by the next person who has to do it 

What you contribute to: 

• Faster time-to-decision on cross-functional bets currently gated by the CBO's calendar 

• At least one strategic partnership or program taken from thesis to signed terms 

• Board and leadership materials that ship on schedule and hold up under questioning, across at least two board or investor cycles 

• Narrative and marketing work that changes how a partner or the market describes the company's position, traced to a named announcement or campaign 

Skills

• Translation: convert an ambiguous strategic direction into a plan with owners, milestones, and a decision log 

• Payments and banking fluency: enough command of how card issuing, processing, and lending businesses make money to build the case without asking someone else to check the math 

• Program discipline: run several cross-functional workstreams at once without dropping the one that isn't on fire yet 

• 0-to-1 judgment: build a business line from a one-paragraph thesis, and know when to kill it instead of defending it 

• Analytical rigor: build models and analyses that survive a board's questions, not just a first read 

• Influence without authority: move work across functions you do not manage, on the strength of the argument and the relationship, not the org chart 

• Written communication: memos and decks that make the CBO's argument for them, not just record it 

• Discretion: handle information that touches deal terms, board discussions, and partner relationships before either is public 

• AI-Native: significant understanding of and established personal workflows and harnesses across writing, research, program management, and more 

Experience and Qualifications

• 12+ years of experience spanning more than one of strategy consulting, investment banking, program or product management, and business operations focused on high-tech 

• Prior experience in payments or banking is required: card issuing, processing, lending, or core banking, with enough fluency in how these businesses make money to build a credible business case unassisted 

• Strong program management and/or top-tier management consulting experience, with a demonstrated record of running multiple cross-functional workstreams to completion against a tight deadline 

• A track record of building something from zero, a business line, a partnership, an internal function, with nothing but a mandate to start from 

• An engineering degree plus an MBA from a top-tier institution is preferred