Chief of Staff to COO, Business Operations Lead

Hike Medical

20h

About The Position

You'll be the strategic and operational right hand to the founding team, reporting directly to the COO — sitting at the intersection of planning, metrics-driven accountability, and large-scale execution. This role is for a strategy and operations athlete who moves fluidly between building the framework and getting their hands dirty to ship it. The role spans four critical functions: running the company's management cadence, driving performance culture through data and truth-telling, program-managing major operational rollouts, and owning select partnership relationships. If you've ever been the person in the room who sees the system everyone else is inside of — this is your seat. This role is perfect for someone who is: Energized by operational rigor and the challenge of scaling a hardware-meets-software business A systems thinker who can define KPIs, own dashboards, and run a weekly review cadence without being told to Comfortable doing the analytical work themselves — not just managing others to do it

Requirements

5–10 years total experience, with at least 2–3 years of direct exposure to manufacturing, supply chain, or industrial operations
Has worked inside a company actively going through scale — not just a mature, stable operation
Ideally has served as the right hand to a GM, COO, or CEO before — knows how to operate in that leverage role
Fluency in unit economics, COGS structure, and contribution margin analysis
Experience running S&OP or analogous cross-functional planning processes
Understands factory economics: yield, throughput, capacity utilization, capex payback
Proven ability to structure ambiguous problems into a rigorous framework and drive to a decision
Experience designing and implementing leading and lagging indicator systems
Strong executive presence — equally effective with operators on the floor and founders in the boardroom

Responsibilities

Management Cadence: Develop and operate the company's executive operating rhythm — planning cycles, reviews, and decision-making forums
Metrics & Truth-Telling: Apolitically drive performance culture through data, dashboards, and honest analysis — with both numbers and anecdotes
Program Management: Lead large-scale operational rollouts, cross-functional initiatives, and crisis response
Partnership Ownership: Own select partner and supplier relationships end-to-end
Operating Model: Build and maintain the company operating model; own make/buy/partner analysis and investment cases
Systems Design: Design and run company-wide and operations-wide KPI systems from definition through weekly and monthly review cadence