Head of Ops

Build Technologies; New York (NY); On-site; USD 180,000 - 320,000; Full time

Job summary

Build is seeking a Head of Operations in New York to own the company’s operational core, driving scale while enabling the founders to stay external on day-to-day matters. You will manage cash, burn, runway and design automation-first processes to convert operations into a product that underpins rapid growth across markets.

You will lead strategic financial decisions, talent operations, internal resourcing, and governance.

Qualifications

• Experience building or scaling a startup's operations.
• Ability to own P&L, cash, burn, and runway and drive metrics.
• Proven track record turning processes into scalable systems.

Responsibilities

• Own the P&L and financial discipline to keep the company strong.
• Make strategic financial decisions on hires, investments, and holds.
• Build recruiting infrastructure, offers, and onboarding processes.
• Ensure delivery teams have tools, data, and vendor relationships.
• Maintain weekly cadence, rituals, and accurate reporting.
• Oversee legal and compliance activities and contracts.
• Turn ad hoc work into repeatable, automated systems.
• Own issues that matter and prevent gaps.

Skills

Strategic finance

Operations leadership

Data-driven decisions

Systems thinking

Startup experience

Job description

Head of Operations

Build is a neofirm for the built world. We help the world's biggest institutions build faster by delivering work in a fraction of the time, at software margins. In the past year, we have driven over 400 projects across 20 countries for hyperscale operators, Fortune 500 companies, neoclouds, governments, and the world's largest institutional developers.

Build is at the point where the internal machine needs to run without the CEO managing it. The product is working. The pipeline is real. The team is growing. What we need now is someone who can own the operational core of the company so that the founders can be fully external.

This is not a support role. You will own the number - cash, burn, runway - and make sure the company is structured to scale. You will be the person who knows where everything stands before anyone asks.

At Build, the operation is a product. Every process you design should be asking the same question: can this be automated? The company runs on the same agentic infrastructure we sell to customers. Internal operations is a product problem, not a headcount problem. That means you are not just running the back office — you are making strategic calls over the right numbers, building systems that compound, and treating efficiency as a competitive advantage.

What you will own

• The P&L: cash position, burn rate, monthly close, and the financial discipline that keeps the company in a position of strength
• Strategic financial decisions: when to hire, when to invest, when to hold - driven by the right metrics, not gut feel
• Talent operations: recruiting infrastructure, offers, onboarding, and the systems that let us hire fast without dropping standards
• Internal resourcing: making sure the delivery team has what they need to do the work - tools, data, vendor relationships, operational support
• Company cadence: the weekly rhythm, the rituals, the reporting that keeps everyone aligned without meetings that should not exist
• Legal and compliance: not doing the work, but making sure it gets done. Contracts, entity management, regulatory requirements.
• Turn ad hoc operational work into repeatable systems: if you are doing the same thing twice, you are building the wrong thing
• The things that fall through the cracks: if it matters and nobody owns it, you own it

Who we are looking for

You have built or scaled something before, as a founder, as a first operator at a startup, or as the person who made a team of 10 work like a team of 50. You come from real estate, infrastructure, or an adjacent industry. You understand how institutions buy, how development deals get done, and why the built world moves the way it does.

You are comfortable with financials and use (and build) data to make heavy operational decisions with confidence. You see operations as a strategic lever, not an administrative function. You are a systems thinker who gets satisfaction from things running cleanly. You do not need to be told what the problems are. You find them.