Head of Operations

Gigs•San Francisco, CA

1d•$300,000•Hybrid

About The Position

At Gigs, we're building the operating system for mobile services—a platform that lets tech companies embed global connectivity into their products effortlessly. Just as Stripe lets any business add a payment button in seconds, Gigs empowers platforms to weave in connectivity—bridging the traditional world of telecom with modern tech. From fintechs launching mobile services to HR platforms offering work phone plans, we automate provisioning and remove telecom complexity. Our team of around 150 people across the US and Europe, backed by nearly $100 million in funding from Ribbit Capital, Google, and Y Combinator. As one of the fastest-growing tech companies, bringing together early-stage engineers, product builders, and business athletes from companies like Stripe, Airbnb, and Shopify. We’re tackling deep technical and regulatory challenges to make connectivity truly seamless. If you’re driven by curiosity, creativity, and the chance to shape the future of telecom, we’d love to hear from you. Things We Care About: We are building in a highly complex space and tackling a massive problem. We want people who lean in when things get hard. Speed. We move and we ship. We set bold deadlines and treat every week like it matters. Ownership. If you see something broken, fix it. We don't wait for permission. Customer Obsession. Our customers' product is our product. Ambiguity. We're building frontier technology in a complex domain. You'll need sound judgement and good instincts to make decisions without complete information. First principles. We don't ask how things have been done before. We ask why they were done that way at all. The Role: As Head of Operations you will own 3 areas: First, the path from signed contract to live revenue. When a partner signs for one of our product lines (Gigs for Work, Connect, API), marketing, implementation, product, partner management, and go-to-market each own a piece of what happens next, and nobody owns the whole thing. Launches take longer than they should. You will own that path end to end and turn it into a process we can repeat. Second, the company's operating cadence. Gigs is past 300 people, and the planning cycles, business reviews, and decision forums need a full-time owner. The founders do this work today, which pulls them away from strategy. You will take it over, and make sure the goals leadership sets reach every team that has to deliver them. Lastly, you will also run Business Operations, and set the operational standards that our functional ops teams work to. This role sets the pace and the bar for how Gigs operates. You will build what does not exist yet, not maintain what already does. Compensation: $300K+ and a signifcant equity package.

Requirements

You have built operational infrastructure at a high-growth startup or scaleup, ideally through a 250+ person scaling phase. You built it, you did not inherit it.
You straddle two layers that rarely sit in one person. You can run real operations (playbooks, process design, launches, ops teams) and you can think strategically about where the business should go. Strong on one and thin on the other will not work here.
You have owned a process that crosses many functions and made it hold, including the handoffs, the owners, and the follow-through.
Strong planning and process instincts. You can design a planning cycle, run a business review, and build accountability systems without over-engineering them.
Analytically sharp. You define the metrics, work with the data, and build the reporting yourself rather than queueing a data team.
You set pace. You are direct, you close loops, and you raise the bar for how the people around you work. This is a culture-setting hire.
A track record of using AI as a real operational lever, with efficiency you can point to rather than tools you can list.

Nice To Haves

exposure to international expansion, market launches, multi-jurisdiction operations, telecom, payments, or API-first infrastructure.

Responsibilities

Own the process that takes a partner from signed contract to live, revenue-generating product.
Build one repeatable launch process with clear stages, named owners, timelines, and go-live readiness criteria, so no launch gets reinvented.
Stitch together the handoffs between go-to-market, partner management, implementation, product, and support, and close the gaps where work currently stalls.
Shorten time to launch as the playbook matures, and make that number visible to the company.
Build the feedback loops, internal and external, that show where launches get stuck.
Design and run the rituals that keep Gigs coordinated: annual planning, quarterly goal cycles, leadership syncs, and business reviews.
Run a goal-setting framework teams use and trust, and make sure goals travel all the way down, so an engineering manager's team knows what it is building and how it ladders up.
Build a single source of truth for company-level KPIs, with a monthly and quarterly business review process that has a consistent format and clear ownership.
Run clear decision forums so issues surface early and do not stall.
Build the operational layer that catches and routes day-to-day escalations, so founders stop being the default path.
Set the shared operating principles, tooling conventions, and process standards that functional ops teams apply in their own domains.
Keep reporting consistent and non-duplicative across those teams.
Work with connectivity ops on reliability: clear SLAs, escalation paths, and quality monitoring for provisioning and activation.
Own the BizOps team, which covers the work that does not fit inside one function.
Expansion operations: the operational backbone for launching new markets and products, working with go-to-market, product, and partnerships so new bets land well.
AI operations: Gigs' internal leverage from AI. Find where AI compresses work, pilot the tooling, embed the workflows, and prove the efficiency.
Special projects: the high-priority cross-functional projects that sit above any single team, where speed and a dedicated owner matter more than org lines.