Head of Ops

build; New York (NY); On-site; USD 180,000 - 260,000; Full time

Job summary

Build is a neofirm for the built world, delivering projects at software margins and driving efficiency through automation. We seek a leader who can own the operational core, manage cash, burn, and runway, and scale the business with disciplined, data-driven decisions.

The Head of Operations will design repeatable processes, align the delivery and finance teams, and partner with founders to ensure sustainable growth. The role requires a systems thinker who can turn insights into action.

Qualifications

• Experience leading operations at scale with P&L ownership.
• Proven ability to turn operations into repeatable, automated processes.
• Comfort with data analytics to drive strategic decisions.

Responsibilities

• Own the P&L, cash burn, runway, and financial discipline.
• Make strategic financial decisions on hiring, investing, and capacity.
• Lead talent operations: recruiting infra, offers, onboarding.
• Ensure delivery teams have tools, data, and vendor relationships.
• Define the weekly cadence, rituals, and reporting to stay aligned.
• Oversee legal and compliance activities as needed.
• Turn ad hoc work into repeatable systems; own critical initiatives.
• Identify and own issues that matter to growth.

Skills

P&L management

Strategic financial decisions

Talent operations

Data-driven decision making

Systems thinking

Budgeting and forecasting

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.