Cluster Head - Sports Operations

Scooled; Bengaluru; On-site; INR 1,800,000 - 2,800,000; Full time

Job summary

Sooled is a growing sports and active-lifestyle company expanding in Bengaluru centers. This role is hands-on, spending most weeks at the centres, running each like a small business and drafting playbooks for future openings.

You will learn the numbers, own the member experience, build the team, and create SOPs to scale. The position offers direct impact on operations and community engagement.

Responsibilities

• Run centres with coaches in place, kits ready, sessions on time and facilities kept; fix issues like no-shows or booking clashes.
• Own the member experience; build a thriving centre culture, know members by name, and improve renewals.
• Learn the numbers; track revenue, costs, collections and empty slots, and present findings weekly.
• Build the team; hire, onboard, train and schedule staff; set goals and give constructive feedback.
• Make it repeatable; write SOPs and plan open-centre operations, acting as the ops contact for partners.

Skills

Centre operations

People management

Problem solving

Customer experience

Data literacy

Job description

Scooled is a growing sports and active-lifestyle company, started by national-level athletes. Today, we operate across multiple centers in Bengaluru, serving a growing community of members across swimming, racquet sports, fitness and other sports programs. We're building a network of high-quality & premium sports centers with great coaching, strong operations and an exceptional member experience.

We're growing, and growth breaks things. Centers get busier, coaches need schedules, parents want answers, and somebody has to make sure every session runs the way it's supposed to. Whoever does it will understand this business better than anyone except the founders. That's the opportunity.

This is not a desk job. You'll spend most of your week at the centres, running each one like a small business and writing the playbook that lets us open the next ten without the quality slipping.

What the job actually is:

• Run the centres. Coaches in place, kits ready, sessions on time, facilities maintained. When something goes wrong (a coach doesn't turn up, a booking clashes, a net tears) you've to ensure it is sorted.
• Own the member experience. Make the centres into places where people look forward to on a Saturday morning: the events, the leagues, the small rituals that turn a facility into a club. Know the members and parents by name, and be the person they come to first, good news or bad. Watch renewals and memberships drop-offs, work out why people leave, and fix it
• Learn the numbers. Each centre has revenue, costs, collections and empty slots. You'll track them, review them with the founders every week, and find ways to fill slots and cut waste.
• Build the team. Hire, onboard, train and schedule centre staff and supervisors. Set clear goals and expectations, give honest feedback, and grow people who take ownership without being chased.
• Make it repeatable. Create and Fine tune the SOPs that let a new centre run without you standing in it. Help plan and open new centres and programs. Be the operational contact for our partner schools, academies and corporates.

Your first 60 days:

• Days 1 to 30: Learn the business from the floor. You'll spend time at every centre, meet every coach, sit in on parent and member conversations, and go through the numbers with the founders until you can explain how each centre makes and loses money.
• Days 31 to 60: Take over the centres. Start with one or two, fix the three things that most obviously get in the way of a good session, then extend to the rest. By day 60 you should have written your first SOP, the one you wish had existed on day one, and walked the founders through your plan for the next six months.

What you'll learn here is that a big company won't teach you

Because nothing here is simulated. The P&L is real and it's yours. The team you hire reports to you. The expansion from five centres to twenty happens on your watch, and you'll know exactly what it took. And you'll be in the room when decisions get made, not five layers below it. We want someone we plan to grow with as we grow.

What we expect from you to do well in this role:

• You fix things without being asked
• You'd rather be on your feet at a centre than in a meeting
• You can hold several centres and priorities in your head at once