Head of Operations

Gigs•San Francisco, CA

9d•$300,000•Onsite

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.

Requirements

Built operational infrastructure at a high-growth startup or scaleup, ideally through a 250+ person scaling phase.
Built it, did not inherit it.
Straddle two layers that rarely sit in one person: can run real operations (playbooks, process design, launches, ops teams) and can think strategically about where the business should go.
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. Can design a planning cycle, run a business review, and build accountability systems without over-engineering them.
Analytically sharp. Define the metrics, work with the data, and build the reporting yourself rather than queueing a data team.
Set pace. Direct, close loops, and raise the bar for how the people around you work.
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.