Director of Business Operations

Clutch

15h•Remote

About The Position

This role is the first dedicated Business Operations hire at Clutch, reporting to the VP of Finance. The primary responsibilities include establishing the company's operating cadence and defining the metrics by which that cadence is measured. This involves implementing Clutch's annual planning and quarterly OKR rhythm, setting goals, prioritizing, and surfacing problems early. It also includes building the metrics layer, from client-level margin and cost-to-serve up through company unit economics. The goal is to enable leaders to set and achieve aggressive goals, identify issues early, make data-driven investment decisions, and reduce time spent re-litigating plans. The scope and design of the cadence and metrics are to be determined by the hire, with the potential to build and lead a team as the function grows. The role requires a willingness to be the entire function initially, performing analysis, running meetings, and writing documentation.

Requirements

8+ years in business operations, strategy and operations, or FP&A, including time inside a fast-scaling SaaS or fintech company.
Have installed an operating cadence at a company that did not have one, whether OKRs or something similar, plus business reviews and annual planning, and it survived after you built it.
Hands-on analytical depth. You have built and maintained the reporting, not only consumed it.
Strong Excel and Sheets, SQL, and BI tooling such as Looker, Tableau, or Sigma, and you are comfortable in the data when it breaks.
Working command of SaaS and unit economics, including gross margin, cost-to-serve, CAC/LTV, and NRR, and the ability to build a defensible model from messy inputs.
A track record of running annual planning and a margin or cost-efficiency analysis in parallel, under time pressure, without either one slipping.
Credibility with senior people you do not manage. You can push back on a leader's numbers in a way that lands as useful rather than adversarial.
Willingness to be the whole function for a while. No team on day one, so you will do the analysis, run the meeting, and write the doc.
Strong writing. A lot of the influence in this role travels as a document read before the meeting.
Practical fluency with AI tools to extend your own leverage as a team of one.

Nice To Haves

A foundation in strategy consulting, growth equity, or investment banking
Exposure to financial services, lending, or credit unions.

Responsibilities

Own Clutch's annual planning cycle end to end: the operating plan, the goals that come out of it, and the trade-offs surfaced along the way.
Run Clutch's first full OKR cycle, including coaching each functional leader on what a good goal actually looks like.
Deliver the client margin and cost-to-serve analysis: what it costs Clutch to serve a credit union, how that varies by client and segment, and where the margin leverage sits.
Stand up the operating cadence: which reviews happen, who owns what, and what gets read in advance so meeting time goes to decisions.
Land an agreed, documented set of company metric definitions with named owners, so OKR progress gets measured against numbers nobody has to re-litigate.
Turn the margin and cost-to-serve work into something repeatable rather than a one-time analysis, so the picture holds as clients and segments change.
Shorten reporting cycles enough that a goal going sideways shows up in weeks, with a mid-quarter check that catches problems while they are still correctable.
Run the second OKR cycle with materially less hand-holding, and show which goals landed, which did not, and why.
Take on the cross-functional questions that have no natural owner: pricing, capacity, build-versus-buy, where the next headcount goes.
Own a source of truth for business analytics, covering unit economics, cost-to-serve, and cohort performance, that the exec team works from.
Pressure-test plans, forecasts, and business cases before they reach the exec team or the board.
Make the case for how the function grows next, based on the demand you have generated for it.