Operations Director
ROAR | Reports to: COO
About ROAR
ROAR is a fractional executive services firm. We run fractional CMO and fractional COO practices for founders and operators who buy outcomes, not activity — and we hold ourselves to that same standard internally. We operate on EOS, run a weekly meeting rhythm, and treat process and accountability as a competitive advantage, not overhead.
This is a remote, distributed team. The work happens in writing, on cadence, and in the system of record — not in hallway conversations.
The Role
You are the operational engine of the firm and the owner of how ROAR delivers. Projects move because you make them move. Systems stay clean because you architect them. Processes get documented because you build the library and hold the standard. Clients see measurable improvement because you instrument it. And the executive team is freed from day-to-day execution because you own it.
This is a senior, outcome-accountable role. You won't be measured by activity or task completion — you'll be measured by results: on-time delivery, client retention, team utilization and margin, and the health of our operating rhythm. You report directly to the COO and work closely with the leadership team.
This is an execution leader and a people leader. Not an assistant. Not a coordinator.
What You'll Own
Operational outcomes. You're accountable for the firm's delivery results: how much ships on time, how well clients are retained and satisfied, how efficiently the team runs, and how quickly cycle times improve. You don't just run the work — you move the numbers.
The operating system. You own the operating rhythm in practice — scorecards, quarterly priorities, issue resolution, and meeting facilitation — and you keep the org's accountability structure honest against what's actually happening.
Systems and tool architecture. You own a clean, deliberate tool stack and the elimination of tool chaos. You set the project-management architecture, templates, and hygiene standards firm-wide, along with folder taxonomy, naming conventions, and the integrity of data flowing between tools.
Process and SOP function. You own the SOP library end to end — every SOP has an owner, a last-reviewed date, and a version. You build process maps, turn them into repeatable workflows, and ship process improvements and automations on a regular cadence.
Client delivery operations. You set and enforce the standard for how engagements run, lead client meetings for the accounts you own, and ultimately lead a full client delivery pod. Onboarding runs on your playbook, so every new client lands in a clean, repeatable system.
The team beneath the work. You lead project coordinators and operations support — setting swim lanes, sequencing their work, running 1:1s, holding the line on process, and developing them.
Evidence and credibility. You capture before/after metrics, maintain a case-study framework, and turn client wins into repeatable, documented models.
Decision Rights
Owns the decision: Workflow and process design across the firm. Documentation standards and enforcement. Project-management architecture, templates, and hygiene. Sequencing and accountability for direct reports. SOP library structure and review cadence. Day-to-day operational escalations.
Recommends, escalates to the COO: New tool adoption and material system changes. Structural changes to the delivery org. Hiring within the operations and delivery function. Cross-functional process changes affecting other teams.
Does not decide: Pricing or commercial terms. Strategic direction and service-line strategy. Hiring budget.
What This Role Is Not
This is an execution and people leadership role, not an administrative one. You are not a coordinator running per-client task lists — you own the systems, standards, and outcomes across every project. You are not the hands-on marketing or platform specialist — those sit with specialists; you own the system they operate inside.
Qualifications
Required
5+ years in operations leadership, with meaningful time inside a digital, marketing, or creative agency of 10–50 employees. You understand agency economics, client-delivery pods, utilization, and the difference between being busy and being profitable. A generic corporate-ops background without agency exposure is not a fit.
A track record of driving outcomes, not just managing tasks — concrete examples where you moved on-time delivery, retention, margin, or throughput, with numbers.
EOS fluency in practice. You've owned or run the meeting rhythm, scorecards, quarterly priorities, and the accountability structure — not just heard the terms.
Expert-level Asana. This is non-negotiable. You can architect projects, portfolios, templates, and reporting — not just complete assigned tasks.
Demonstrated SOP creation. You've built and maintained an SOP/process library from scratch, with versioning and review discipline.
Strong project and program management across multiple concurrent client engagements and internal initiatives.
CRM fluency. Hands-on with a CRM as both a sales pipeline and an operations backbone.
AI-native operator. You use AI in your daily workflow, and specifically work fluently with Claude for process mapping, SOP drafting, document generation, meeting synthesis, and analysis. You treat AI as leverage, not novelty.
Distributed / remote team leadership. You've led async and offshore teams and know how to make accountability visible without being in the room.
Nice to have
Familiarity with any of the tools in our stack is a plus: an EOS platform such as Ninety.io; a process-mapping tool such as Whimsical, Lucidchart, or Miro; an SOP/knowledge system such as Whale.io or Notion; Go High Level; Slack and Google Workspace; Predictive Index; and meeting-intelligence tools such as Fathom, Granola, or Gemini. Experience with a fractional-executive or consulting delivery model is also valuable.
How Success Is Measured
Percentage of projects and milestones delivered on time
Client retention and satisfaction across the portfolio
Team utilization and delivery margin
Cycle-time improvement
SOP library completeness and currency (owner, reviewed date, and version on every SOP)
Process improvements and automations shipped on a regular cadence
Health of the operating rhythm
Executive time freed from day-to-day execution
First 90 Days
Days 0–30 — Take command of the system. Master and audit the project-management architecture across every client and internal project. Inventory the SOP library and tool stack. Sit in on the full meeting rhythm. Establish the baseline for each success measure above, and confirm swim lanes with the team in writing.
Days 30–60 — Own the rhythm. Take ownership of project tracking and delivery standards. Take internal meeting facilitation off the executive team. Ship the first automations and process improvements. Stand up or clean the SOP system with versioning and review dates. Identify improvement initiatives with owners and dates.
Days 60–90 — Drive outcomes. Lead a client delivery pod. Deliver the first case-study framework. Demonstrate a measurable improvement on at least one delivery metric and a meaningful reduction in executive execution load.
