General Manager, Retail (Reinventing the Gas Station)

Booster Fuels•San Jose, CA

7d•Hybrid

About The Position

Booster is embarking on a new service line, one that aims to completely reinvent the gas station experience for consumers. Based on Booster’s beloved “uber for gas” consumer experience from the pre-pandemic era, this new service line has the opportunity to scale globally and delight billions. We are looking for a highly execution-oriented leader to be the single-threaded owner of this program launch - the person who serves as the “glue” across functions and drives the daily, weekly, and monthly operating rhythm necessary to ship quality, and fast. The right leader is capable of building from 0 to 1, building processes in uncertain environments, with a lean operations mindset and business acumen. Ultimately, this person will be measured not by how well they manage a project plan, but by whether Booster successfully launches, learns, standardizes, and scales Pit Stop and Campus into the next chapter of the company.

Requirements

Demonstrated leadership in operations, general management, program management, or a similarly execution-intensive environment.
Strong project-management discipline with real experience managing complex, cross-functional initiatives with dozens of dependencies and named owners across functions.
Strong operational and financial instincts: fluency in unit economics (Gross margins, EBITDA, capex payback), and the ability to translate site-level financial models into staffing and operating decisions.
Experience bringing functions together around a common objective without direct authority over every participant — this role coordinates Ops, Finance, Technology, HR/Recruiting, Marketing, and Permitting/Policy owners who report elsewhere.
Takes ownership. No "someone else was supposed to do it" when a milestone — a signed lease, a permit, a launch date — is missed.
Creates clarity. Every work-stream owner named in the retail plan knows the mission, their deliverable, their deadline, and the definition of done.
Obsesses over details. At Mini-Site scale, small misses in utilization or GPPG compound quickly against thin margins.
Works cross-functionally. Builds alignment and accountability across owners without relying solely on organizational authority.
Moves with urgency, without over-building. Especially on Pit Stop: the job right now is to learn fast on a small budget, not scale a model before it's proven.
Is willing to work hard. This is an entrepreneurial build role inside a company that already knows how to operate at scale on the 1P side. During critical launch windows — site openings, permit crunches, pilot go-lives — expect long hours and hands-on involvement.
Mindset — Ownership, urgency, curiosity, continuous improvement, and the discipline to tell the truth about what's proven (Campus) versus what's still being learned (Pit Stop), rather than treating both as equally derisked.
Skillset — Leadership, strategic thinking, operational management, financial acumen (GPPG, EBITDA %, capex payback), problem solving, cross-functional influence, and structured project execution.
Toolset — The Retail Division's 2nd-level X-Matrix, TTI/KPI Bowler tracking, weekly Retail BUR and tiered escalation meetings, standard work, visual management, root-cause analysis, and countermeasure tracking.

Nice To Haves

Experience in Lean, continuous improvement, flow, manufacturing, or operational excellence environments is highly desirable.
Direct familiarity with Hoshin Kanri / X-Matrix planning, TTI/KPI (Bowler) frameworks, and BUR/tiered-meeting cadences is preferred — this role lives inside Booster's BBS system daily, not just references.
An MBA, manufacturing/industrial engineering background, or equivalent operating experience is desirable but not required.
Familiarity with Booster's 1P operating model, mission, and customer value proposition — effortless & guilt-free, best value, trusted & loved — is strongly preferred.

Responsibilities

Own the master execution plan. Translate the consumer strategy into an integrated roadmap with clear milestones, owners, dependencies, decision points, and critical paths across all participating functions through our Strategic Deployment Process.
Drive the operating cadence. Establish and lead a disciplined business review process that creates visibility into progress, performance, risks, and decisions. Ensure commitments have clear owners and barriers are addressed quickly.
Stay ahead of the critical path. Anticipate needs, dependencies, and risks before they become urgent. Teams should understand what is coming, what is expected of them, and when their work needs to be completed.
Orchestrate cross-functional readiness. Bring together Operations, Technology, Finance, People, Safety, Marketing, and other partners to ensure the organization is prepared for each stage of launch and expansion.
Build the organization for scale. Partner with functional leaders to anticipate workforce, leadership, training, and organizational needs as the business grows—not simply react to them.
Turn learning into an operating system. Convert early-stage experience into standard work, launch criteria, KPIs, decision frameworks, and repeatable playbooks. Determine what should be standardized, what should evolve, and what should remain flexible as the model develops.
Scale from launch to network. Develop the capabilities required to move from individual launches to managing multiple locations and workstreams simultaneously while maintaining safety, quality, customer experience, and execution discipline.
Drive sustainable unit economics. Partner closely with Finance and Operations to understand the economic drivers of the business, identify opportunities for improvement, and ensure growth is supported by an increasingly efficient and sustainable operating model.
Connect operations with commercial growth. Work across Marketing, Sales, Operations, and external partners to ensure operational capacity, customer acquisition, site performance, and growth initiatives remain tightly connected.
Build for what comes next. Design processes, systems, and organizational capabilities with the next stage of growth in mind. What works for the first few locations must ultimately become durable enough to support a much larger, geographically distributed business.