Sr. Director, Club Business Operations & Transformation

X Games

9d•Remote

About The Position

The Senior Director, Club Business Operations & Transformation is the SVP’s deputy and the league’s senior lead for Club Business Operations at X Games League (XGL). The role helps build the business infrastructure, front-office capabilities, and operating model that Clubs need to become successful, sustainable sports properties. It requires executive presence and the ability to represent the league credibly to Club owners, prospective owners, and league executives. The position is suited to a hands-on builder with league- or club-level operating experience and the rigor to turn plans into results. The mission is to help every XGL Club and the League become a stronger, better-run business each season, advancing fan relationships, ecosystem organization, and enterprise value through a fast, smooth league operating rhythm. The role serves as the SVP’s delegate, helps run the department’s operating rhythm, supports the league’s financial and operational effectiveness, and leads day-to-day relationships with Club owners and Governors. It builds and oversees the Club Business Operations or “Servicing” function, including support across digital products, merchandise, marketing, and event activation. Once the function is established, the role will hire and lead two manager-level direct reports. The position also advises Clubs on business performance and growth, establishes KPIs and benchmarking, develops league-wide playbooks, and leads twice-yearly business reviews with each Club’s Governor and GM. The role is remote in the East Coast time zone and involves approximately five weeks of travel annually, including at least three XGL event stops and two annual Board of Governors meetings. Event-stop travel includes weekends.

Requirements

9–10 years of professional experience in strategy, operations, or business transformation.
Hands-on operating experience at a league or club level, such as running a project office, a TMBO function, or a chief-of-staff role.
Experience running a leadership team’s operating rhythm, such as annual planning, a shared calendar and project tracker, and executive updates.
Experience building or running a service function for multiple stakeholders, including service standards and timelines.
Direct experience advising C-suite executives and owners, with executive presence and polished written and verbal communication.
Working knowledge of how sports team businesses operate, including sponsorship, merchandise, and digital/e-commerce, and of supporting platforms such as CRM, e-commerce, and fan engagement tools.
Strong analytical skills, including building KPI frameworks, benchmarking performance, and turning data into actionable recommendations for owners.
Experience hiring and developing managers, with the ability to build a team while doing the work.
Excellent judgment and discretion when handling confidential ownership and financial information.
Willingness to travel, including weekends at event stops.

Nice To Haves

Experience in a league or club business development or team business strategy group, such as NBA, NHL, MLS, NWSL, or similar.
An MBA.
Experience with team sales, expansion, or ownership transitions.
Experience at a startup or emerging league.
Familiarity with action sports, Olympic sports, or athlete-centric properties.
Experience advising Club or business leaders on multi-year growth strategy.

Responsibilities

Act as the SVP’s delegate, develop working knowledge of the department’s functions, represent the department in cross-functional and executive forums, and serve as an escalation point when the SVP is unavailable.
Run the department’s operating rhythm with the SVP, including weekly priorities, the cross-team project tracker, and executive and ELT updates.
Understand the financial structure of the league and Clubs and identify opportunities for value creation and league-wide synergies.
Identify and drive process improvements that make the league office faster, more consistent, and easier for Clubs to work with.
Serve as the primary day-to-day relationship lead for Club owners and Governors, handling communications, requests, escalations, and the owner experience across the season.
Coordinate owner dinners, VIP programming, and ticketing at each event stop.
Prepare for Board of Governors meetings, including documents, pre-reads, communications, and follow-through for the spring and fall meetings.
Build and oversee the Club Business Operations or “Servicing” function, supporting Clubs across digital products, merchandise, marketing, and event activation.
Hire and lead two manager-level direct reports to run day-to-day Club servicing once the function’s structure is in place.
Set and distribute annual Club sponsorship policies and asset guidelines with League Partnerships and Compliance & Legal.
Set service standards and timelines so Clubs know what to expect from the league and when.
Track and ensure fulfillment of on-site Club activations and XFest sponsorship deliverables at every event stop.
Create and distribute quarterly league-wide newsletters on league matters, community outreach, and related topics.
Assist Finance with the financial reporting cadence for Clubs, including invoices and K-1 schedules, to provide owners accurate and timely information.
Write the annual impact report beginning in 2028, highlighting collective Club progress, league success, key partnerships, and community efforts.
Develop multi-year Club growth plans beginning in 2028 and advise on Club value creation and long-term enterprise value across front-office operations, fan development, digital, and community.
Establish Club business KPIs and benchmarking frameworks; assess performance, identify gaps and opportunities, and translate insights into actionable growth plans for Team Presidents and General Managers.
Develop league-wide playbooks, best practices, and business tools drawing on Club performance and the broader sports industry.
Lead twice-yearly business reviews with each Club’s Governor and GM, tracking progress against business goals and long-term strategic priorities.
Travel to event stops, including weekends, and attend annual Board of Governors meetings.