Senior Director Business Operations

Polymarket•New York, NY

9d•$350,000 - $450,000

About The Position

Polymarket is growing fast and the operational infrastructure hasn't kept pace. This role exists to fix that. You'll sit at the center of the business, working directly with executive leadership to turn strategy into execution across every function. That means owning the planning cycles, the metrics, the cross-functional programs, and the hard conversations about what gets prioritized and what doesn't. This is not a support role. You'll be expected to have opinions, make calls, and drive outcomes. The BizOps team is small and the scope is large. You'll be building the operating model as much as running it, which means a lot of the work is zero-to-one. There's no established playbook for most of what Polymarket is doing, and this role is responsible for writing it. If you've spent your career in environments where the processes already exist, this will be an adjustment. If you've built them before and want to do it again at a company with real scale and momentum, this is the job. The person who succeeds here will be someone who can hold complexity across multiple workstreams without losing the thread, who earns trust from functional leaders by being useful rather than by having authority, and who can move between a board-level strategy memo and a messy operational problem in the same week. The mandate is broad by design. Polymarket needs an operator who can figure out what the business needs and go build it.

Requirements

10+ years of experience in BizOps, Strategy and Operations, or a Chief of Staff function, with at least 3 years in a leadership role managing teams or programs at significant scale
Demonstrated track record of building cross-functional operating processes from scratch, including planning cycles, business reviews, and metrics infrastructure
Strong analytical foundation, including experience with forecasting, unit economics, cohort analysis, and variance analysis against plan, with fluency in SQL or a willingness to get there fast
Experience managing complex, multi-stakeholder programs where you had influence but not direct authority over the people doing the work
Clear, structured written communication, you can write a tight decision memo or a board slide that doesn't need a verbal explanation to land
Comfortable operating in ambiguity, you've been handed problems with no existing owner before and know how to scope them before you solve them

Nice To Haves

Experience at a high-growth technology company or marketplace business, especially one operating in a regulated or novel industry
Exposure to financial products, trading platforms, or consumer applications with real-time data and complex user behavior

Responsibilities

Own the annual and quarterly planning cycles, including OKR-setting, long-range planning, and quarterly business reviews with exec and functional leadership
Run weekly and monthly business reviews, building the dashboards, scorecards, and reporting infrastructure leadership uses to track performance and make decisions
Scope and stand up net-new initiatives that don't yet have a clear owner, from new market entry to partnership structures to internal pilots, and see them through to operational handoff
Act as the connective tissue across product, engineering, sales, marketing, and finance on programs where no single function owns the outcome end-to-end
Unblock stalled cross-functional work by diagnosing root causes, resolving prioritization conflicts, and driving decisions when teams are stuck
Prepare briefing documents, decision memos, and exec and board materials that give leadership what they need to make high-stakes calls quickly
Identify operational inefficiencies across the business and build the playbooks and processes that make execution less dependent on tribal knowledge