Head of Strategy and Operations — Partnerships

Strategic Partnerships is running a multi-vertical, multi-region portfolio with real scale ambitions. The channels are defined. The teams are in place. What's missing is the machine that makes it all repeatable, and the person obsessed with building it.

This is a role for someone who chooses hard problems over safe ones, who sees an under-built operating system and can't help but fix it, and who measures success by whether the org around them got faster, sharper, and more capable. You sit at the center of how Partnerships executes: owning the planning cadences, performance frameworks, cross-functional machinery, and analytical infrastructure that lets a lean team manage a complex portfolio without losing speed or discipline.

You'll work directly with the Head of Strategic Partnerships and lead the Operations team, translating direction into action and making sure nothing important falls between the cracks. The right person for this role gets energy from closing things - you don't hand off recommendations, you stay in the room until things are done.

Your mission

• We're building a repeatable, scalable operating system for Strategic Partnerships as we convert our pipeline into launched, multi-vertical distribution.
• You'll own the planning cadences, financial frameworks, execution machinery, and cross-functional coordination that let a lean team manage a complex portfolio without losing speed or discipline.
• You work directly with the Head of Strategic Partnerships, lead the Operations team, and own the core P&L and planning infrastructure.
• Own the GMV forecast and P&L accountability for the partnership channel. Build the forecasting model, track actuals, and maintain forecast accuracy within 5-7%.
• Translate data into investment decisions.
• Design and run the annual and quarterly planning cycles end-to-end. Set targets, cascade OKRs, build financial frames, and run QBRs. Own the output, not the facilitation.
• Build and maintain the operating system. Define the playbooks, checklists, readiness gates, and stage gates that channel teams use. Enforce hygiene and accountability.
• Lead the Operations team. Manage and develop 3+ people. Make hiring and performance decisions. Build commercial instincts in your team.
• Own strategic project execution. Take complex, ambiguous problems from framing through delivery. Unblock cross-functional dependencies. Don't escalate; solve.
• Drive CRM and pipeline discipline. Define stage definitions, enforce coverage ratios, maintain data hygiene. Educate and hold commercial teams accountable.
• Build channel economics models. Separate reported from incremental revenue. Reprice terms against measured floors. Model unit economics and guide investment decisions.

Your toolkit: