Head of Brand Studio Operations

Most operations leaders are brought in to fix problems. We're looking for someone who prevents them — and designs the system in which prevention becomes the norm.

The Head of Brand Operations exists upstream from creative execution. This role's job is to ensure the work entering Brand Studio is strategically aligned, clarified, prioritized, resourced, and fully prepared for delivery before it ever reaches a creative director or producer. It also means ensuring the company understands how to work with Brand Studio — what it takes to be a ready partner, and where a given initiative stands on the roadmap. When that infrastructure is working, creative leaders spend their time and energy on the thing they're actually here to do.

This role lives at the altitude of setting the team up for success. That means the early-stage, ambiguous conversations where partners are still forming ideas — where the business need hasn't been articulated, where the biggest risks and opportunities haven't been named, and where a structural decision will compound over time. It means building and maintaining a roadmap the entire company can see and trust. And it means leading a team of producers who own their projects fully, with your role being the system that makes their ownership meaningful.

This role isn't about staying out of the details entirely — it's about not defaulting to them. You'll roll up your sleeves when the moment calls for it. But your primary value is in designing the ecosystem, not running the work. If you want to build the system in which great work consistently becomes possible — and watch it scale — this is a rare opportunity to do that.

• Architect the Brand Studio ecosystem. Engage cross-functional partners — Marketing, Product, Comms, PMM — before briefs exist. Turn ambiguous asks into clear, sequenced workstreams so creative leaders inherit clarity, not chaos.
• Build and maintain the Brand Studio roadmap. Sequence and prioritize work based on business importance, creative opportunity, and team capacity. Give leadership a forward-looking view of what's coming — and the tradeoffs involved.
• Set the conditions for great work. By the time a project reaches a creative director or producer, the business need is defined, stakeholders are aligned, and the problem is framed. Creative leaders shape the work. You shape the environment that makes the work possible.
• Own and evolve the operational infrastructure. Build the intake processes, alignment frameworks, and communication rhythms that help Brand Studio run at scale. Refine them as the team grows.
• Make how Brand Studio works visible to the company. Partners should be able to find the roadmap, understand where their project stands, and know what it takes to show up ready. The process of working with Brand Studio shouldn't require a meeting to explain.
• Run the business of Brand Studio. Own the budget, manage agency and external production partnerships from procurement through delivery standards, and partner with Finance on clear accounting structures. Give the team the resources and partnerships it needs to deliver.
• Lead, develop, and set the cultural tone. Hire great people, build their judgment, and set clear ownership. Give direct feedback, delegate fully, and create the stability that lets people do their best work. You're a steward of how this team shows up — the norms, the standards, and what it means to operate at this level.
• Stay attuned to what's forming. Brand-level initiatives take shape before briefs exist. Catch early signals across the company and help shape ambiguous ideas into clear outcomes before they reach the studio.
• Represent Brand Studio at the leadership level. Keep senior leaders informed on priorities, direction, and impact. Make the case for what deserves investment, what should wait, and why.