Manager, Business Operations

Blue Energy•Chevy Chase, MD

12d

About The Position

This is your chance to work alongside executive leadership to sharpen and align one of the fastest growing nuclear companies. You will focus on its most critical priorities, and dive headfirst into the initiatives that matter most. Blue Energy is seeking a Manager, Business Operations who will works closely with the CEO, the Strategy and Operations team, and the Chief of Staff, sitting at the center of how the business runs. You will drive the operating rhythm of the business, the cadence of goal-setting, measurement, and review that keeps every team pointed at the Mission. You will help translate strategy into the OKRs and KPIs that tell us whether we are winning, bring a relentless continuous-improvement mindset to how we operate, and step in as the default owner for major cross-company initiatives that need a clear hand on the wheel. It is a high-trust role for someone who is driven more by team outcomes than individual credit and is exceptionally organized, thinks in systems and metrics, and knows how to bring people along to get things done.

Requirements

Exceptional organization.
Ability to think in systems and metrics.
Ability to bring people along to get things done.
Driven more by team outcomes than individual credit.
Knock down silos before they occur within organizations.
Be a bridge between groups, often in both your personal and professional life.
Always be thinking about how to improve the operation of whatever you are working on, from community events to running your monthly business review.
Be intentional about metrics.
Get stuff done.
Mission-driven.
Know how to motivate people and bring them along for the ride.
Excited to see teammates improve and perform at their best!

Responsibilities

Drive the operating rhythm of the business, the cadence of goal-setting, measurement, and review that keeps every team pointed at the Mission.
Translate strategy into the OKRs and KPIs that tell us whether we are winning.
Bring a relentless continuous-improvement mindset to how we operate.
Step in as the default owner for major cross-company initiatives that need a clear hand on the wheel.
Coordinate across groups and ensure the project succeeds for cross-company initiatives.
Stand up the plan, the owners, the timeline, and the reporting for cross-company initiatives, then drive them to completion.
Act as the connective tissue between teams, knocking down silos, aligning stakeholders, and keeping momentum through ambiguity.
Propose and new cross-company initiatives, alongside the Chief of Staff, to help drive the business forward.
Partner with the Executive Committee and Strategy and Operations team to define the OKRs and KPIs that track the success of the business and the health of critical initiatives and values, keeping the whole company aligned around what matters most.
Own the mechanics of the OKR process: setting, cascading, tracking, and reporting objectives and key results across teams.
Build and maintain the dashboards, scorecards, and reporting that give leadership a clear, honest read on performance and initiative health.
Be intentional about metrics, make sure we are measuring the right things, that the numbers are trustworthy, and that they drive decisions rather than just decorate slides.
Drive and support the operating rhythm of the business, the recurring cadence that keeps the company aligned and accountable.
Help plan, prepare, and run the core forums that make up that rhythm, including the Monthly Business Review (MBR), project reviews, company standups, and quarterly planning, and key initiative sprint meetings.
Support board and investor preparation, pulling together the materials, metrics, and narrative that tell a clear story of progress.
Help centralize decisions, action items, and follow-through so that what gets committed across the organization is 1) aligned with our goals and 2) gets done.
Bring a continuous-improvement mindset to everything the business does, always thinking about how to make the operation better, whether that is building a chair from IKEA or running a monthly business review.
Identify friction, gaps, and bottlenecks across the company, and drive the rollout of new initiatives, measurements, and tools that make teams faster and sharper.
Pilot, measure, and scale operational improvements; kill what does not work and double down on what does.