VP of Operations

Stacker•New York, NY

23h•Remote

About The Position

Why This Role Exists This is Stacker's first executive hire for Operations — a deliberate investment in building the operational foundation needed to double revenue to $20M+ over the next 12 months. The COO and a small ops team have been running Finance, People, Talent, and Business Operations to date. This role looks to transition that work off the executive team's plate and provides real leverage back to Stacker leadership. We need someone who can operate across all of these areas without losing their footing — shifting from a comp frameworks to financial forecasting to hiring strategies in the same afternoon. The job is complex, context changes rapidly, and the answers will require a mix of research and strong intuition. We need a self-starter who is solution-oriented and comfortable navigating ambiguity. This is a senior executive role at a fast-growing company. If you're highly analytical with a bias to action and have done the hard operational work to scale a business — this is the role for you. Finance Partner with the COO and external Accounting team on financial planning, forecasting, and budget management Own the monthly close process in collaboration with our Accounting partner; ensure financials are accurate, timely, and actionable Build and maintain financial models that support strategic decision-making and executive reporting Manage cash flow, vendor contracts, and operational spend Identify risks and opportunities across the P&L before they become problems People & Talent Own the employee lifecycle — empowering managers to drive recruiting through onboarding, performance, development, and offboarding Build a recruiting function that consistently finds and closes exceptional people Develop compensation frameworks, leveling systems, and career ladders that scale with the team Design and maintain HR infrastructure: policies, benefits, compliance, handbooks, and culture programs Business Operations Establish and maintain operating rhythms across the company (strategic planning, OKRs, company meetings, offsites) Identify and fix process bottlenecks before they become cultural problems Own and implement the tools and systems the team relies on Build KPI and goal reporting frameworks that give leadership visibility into business performance Drive cross-functional projects and initiatives What "Great" Looks Like in Year One We have a financial operating cadence with clean financials, accurate forecasts, etc. Hiring is proactive, not reactive — we have pipelines before we need them Employees know what's expected of them and have the support to grow The executive team is spending more time on the business and less time inside it Every team has clear goals and a shared understanding of tracking/accountability

Requirements

8+ years of operational experience, with meaningful time at a growth-stage company (Series A–C); 2+ years of management experience
Proven track record across at least two of the four functional areas (Finance, People, Talent, BizOps)
A builder's mindset — you've created systems and processes from scratch and enjoy experimenting with AI platforms
Sharp financial acumen — you can navigate a P&L, build a business case, and manage a budget without needing a finance team to hold your hand
Experience hiring and managing people, including performance management
Executive presence who can communicate clearly and directly with confidence
High EQ with a bias to action

Nice To Haves

Experience in adtech/martech, media, or a SaaS business
Background in early-stage operations where you had to do a lot with a little
Experience as a founder or a Chief of Staff/COO/adjacent role at a founder-led company
Experience in fundraising, debt capital, or M&A transactions

Responsibilities

Partner with the COO and external Accounting team on financial planning, forecasting, and budget management
Own the monthly close process in collaboration with our Accounting partner; ensure financials are accurate, timely, and actionable
Build and maintain financial models that support strategic decision-making and executive reporting
Manage cash flow, vendor contracts, and operational spend
Identify risks and opportunities across the P&L before they become problems
Own the employee lifecycle — empowering managers to drive recruiting through onboarding, performance, development, and offboarding
Build a recruiting function that consistently finds and closes exceptional people
Develop compensation frameworks, leveling systems, and career ladders that scale with the team
Design and maintain HR infrastructure: policies, benefits, compliance, handbooks, and culture programs
Establish and maintain operating rhythms across the company (strategic planning, OKRs, company meetings, offsites)
Identify and fix process bottlenecks before they become cultural problems
Own and implement the tools and systems the team relies on
Build KPI and goal reporting frameworks that give leadership visibility into business performance
Drive cross-functional projects and initiatives