Director of Business Excellence and Operations

What You'll Own

Operating Cadence & Performance Accountability

Own the rhythm of how OPSWAT runs. Design and drive the operating review structure across the company, establishing operating cadences, governance models, and execution frameworks that drive cross-functional accountability and enable sustainable results. This spans business reviews, QBRs, planning, and the day-to-day operating cadence, ensuring every function is held to its commitments consistently, not just once a quarter. This means designing the reviews, following through on action items, and course-correcting when something goes off track.

Operational Intelligence

Partner with FP&A, Enterprise Applications and Business Intelligence, and business functions to ensure operating reviews and leadership discussions are grounded in decision-ready intelligence — not reporting for its own sake. Contribute to, challenge, and leverage the KPI framework, and play a key role in determining what is surfaced at operating reviews and how it is framed for leadership. Proactively identify risks and surface critical trade-offs, equipping the CEO and CFO with the analysis they need to make well-informed, timely decisions.

Operational Efficiency & Scaling

Design and implement scalable operational solutions by identifying organizational bottlenecks, process inefficiencies, and execution gaps then driving actual change in how OPSWAT operates. This includes process improvement across functions, operating model design, and the work that enables the company to scale without adding proportional overhead. Initial areas of focus may include commercial strategy and end-to-end alignment between marketing and sales, and AI value creation.

Special Projects

Serve as the person the CEO and CFO turn to when something important is complex, cross-functional, and needs a single owner to drive it from framing to execution, particularly problems at the seams of multiple teams or functions where no one else has clear ownership. High-priority initiatives that do not fit cleanly into any existing org structure. Examples include kicking off AI Adoption initiatives, standing up a new function that didn't exist before, leading a due diligence or integration workstream, and assisting with public company readiness initiatives.

How You'll Ramp

First 30 Days: Diagnose and establish presence. Get deep on how OPSWAT actually operates — the processes, the disconnects, and where the real bottlenecks are. Complete OPSWAT Academy. Learn the company strategy and operating plan, and each department's plan. Establish working relationships across the business.

Months 2–4: Enhance the sales and marketing operating engine. Leverage existing dashboards and KPIs to establish a clear operating cadence across Sales and Marketing — driving accountability, structured follow-through, and visible progress against commitments — refining dashboards and KPIs where gaps exist.

Month 4 and Beyond: Expand across the company. Apply the same operating model cadence, KPIs, accountability, and follow-through to additional functions. Drive broader company efficiency and raise the bar on how OPSWAT runs as a business.

This Role Is a Great Fit If You…

• Have 9+ years of experience in business operations, strategy & operations, or a Chief of Staff role ideally in B2B SaaS or enterprise software at a company you helped scale, with meaningful time in management consulting or a high-accountability analytical function
• Have built and run company-wide operating reviews and planning processes
• Are operationally obsessed: you independently identify what is broken, name it clearly, and drive it to a clean outcome without waiting to be asked
• Can operate credibly across Sales, Marketing, Finance, Engineering, and IT, moving fluently between functional detail and executive-level framing, across strategy, operations, GTM, and analytics, without being boxed into a single lane
• Surface difficult truths early and push for answers because you know that is what actually moves things forward, and you do not confuse being liked with being effective
• Have high energy. You move fast, create momentum, and bring the kind of presence that makes people take a commitment seriously
• Are analytically strong and financially fluent, comfortable with operating plans, unit economics, and working alongside Finance as a true partner
• Communicate with exceptional clarity at every level in written materials for board packages and executive reviews, verbal alignment in a room full of functional leaders
• Use AI tools and agents as a default part of how you work, not as an experiment, but as a force multiplier across research, synthesis, analysis, and communication
• Are genuinely ambitious. You are not here for a comfortable seat. You are here to drive the business, build something, and grow with it

Strong Differentiators

Judgment to distinguish between what needs to be fixed now versus what will resolve itself as the company scales and the discipline not to over-engineer processes that the business...