Integrator / COO – Payment Processing - 21334

somewhere; United States; Remote; USD 180,000 - 280,000; Full time

Job summary

Unknown is seeking an Integrator/COO to take day-to-day operational leadership in a remote setup, focusing on translating the founder's vision into execution within a payments processing environment.

The role requires building an operating system, implementing EOS-style cadence, and driving KPIs, dashboards, and cross-functional accountability to scale the business and reduce founder involvement.

Qualifications

• Significant experience as COO, Integrator, GM, or senior operating executive.
• Strong preference for payment processing / payments industry experience.
• Experience building or scaling companies.
• Demonstrated ability to implement operating systems and processes.
• Experience managing cross-functional teams.
• Excellent English communication.

Responsibilities

• Own day-to-day operating rhythm with clear priorities and KPIs.
• Translate founder vision into actionable execution plans.
• Establish EOS-style operating cadence with weekly leadership meetings.
• Develop dashboards and performance metrics for visibility.
• Build processes and operating system for the company.
• Lead cross-functional teams and enforce accountability.
• Remove founder burden by building scalable infrastructure.
• Ensure meetings drive decisions and actions.

Skills

Integrator/COO experience

Payments industry experience

Leadership & governance

EOS familiarity

English communication

Job description

Integrator / COO – Payment Processing

Location:Remote – South Africa or Latin America
Employment Type:Full-Time
Industry:Payment Processing / Financial Services
Reports To:Founder

About the Company

It is a payment processing business within a broader portfolio of companies owned by an experienced U.S.-based entrepreneur.

The founder operates several businesses across industries including home care, payment processing, roofing, ATM services, reputation management, and real estate.

His preferred operating structure follows the principles of theEntrepreneurial Operating System (EOS): the founder operates primarily as the Visionary while strong Integrators or COOs take ownership of execution within individual businesses.

The founder has successfully established this structure within his home care company, which currently has a strong COO and more than 100 employees.

The company does not yet have the same level of operational leadership.

This has become one of the founder's primary concerns.

An attempt was previously made to elevate an internal team member into the leadership position, but it did not ultimately produce the level of operational ownership required.

The company therefore needs an experienced outside operator who can step in as its “captain.”

The Opportunity

We are seeking a highly experiencedIntegrator / COOto assume day-to-day operational leadership of the payment processing company.

This person will serve as the operational counterpart to the founder.

The founder will continue to provide vision, strategy, relationships, ideas, and growth direction. The Integrator will be responsible for translating that vision into execution.

This is distinctly separate from the founder's portfolio-level Chief of Staff role.

The Chief of Staff will help manage priorities across the founder's various companies, while theIntegrator owns execution inside the payment processing business itself.

The founder was explicit that combining these responsibilities into one position would create too much complexity.

Key Responsibilities

Operational Leadership

Take ownership of the day-to-day operating rhythm of the company.

Create clarity around:

• Priorities

• Ownership

• KPIs

• Projects

• Accountability

• Processes

• Team execution

• Operational problems

Ensure the organization consistently moves toward agreed business objectives.

Visionary-to-Execution Translation

Partner closely with the founder to understand his strategic vision and convert it into practical execution plans.

The founder should be able to communicate the desired outcome without needing to personally manage every implementation detail.

The Integrator should determine:

• What needs to happen

• Who needs to own it

• What resources are required

• What the timeline should be

• How success will be measured

EOS-Style Operating Cadence

Establish and run a disciplined operating rhythm consistent with EOS-style management.

This should include structured weekly leadership meetings similar toLevel 10 (L10) meetings.

Create consistent processes around:

• Scorecards

• Rocks / quarterly priorities

• Issues lists

• Accountability

• Weekly metrics

• Project updates

• Problem solving

• Follow-through

Ensure meetings lead to decisions and action rather than becoming reporting exercises.

KPI & Performance Management

Develop clear performance metrics for the business.

Ensure leadership and employees understand what they are accountable for and how performance is measured.

Create dashboards and reporting systems that give the founder visibility without requiring him to personally investigate the business.

Process Development

Evaluate existing workflows and identify areas lacking structure.

Create and document repeatable processes across relevant functions.

The successful candidate should not require a mature operating system to already exist.

Part of the mandate is tobuild the operating system.

Problem Solving

Own operational problems.

The founder specifically values operators who bringsolutions rather than simply presenting problems.

When an issue arises, the Integrator should investigate it, understand root causes, evaluate options, and present a recommended path forward.

Team Leadership & Accountability

Create a culture of ownership and accountability.

Ensure employees understand:

• Their responsibilities

• Expected outcomes

• KPIs

• Deadlines

• Priorities

Address execution gaps quickly.

Develop stronger managers and create appropriate escalation paths so operational issues do not automatically reach the founder.

Founder Leverage

A major measure of success will be how much operational burden is removed from the founder.

The founder's goal is to spend approximately 10–20 hours per week working across his broader portfolio.

The Integrator should therefore create a business that can operate effectively without constant founder involvement.

Payment Processing Experience

The founderstrongly prefers someone with previous payment processing experience, ideally an individual who has helped build, scale, or operate a payment processing business.

A candidate who understands the mechanics and commercial realities of the industry will be significantly more attractive than a generalist COO who would need to learn the sector entirely from scratch.

The ideal candidate understands the environment sufficiently to make strong operational decisions and identify industry-specific risks and opportunities.

Ideal Candidate

• This person is a genuine operator.

• They have likely helped build or scale companies before and are comfortable entering environments where processes are incomplete.

• They do not wait for the founder to provide every answer.

• They create clarity.

• They build systems.

• They hold people accountable.

• They solve problems.

• And once the founder has communicated the desired outcome, they take responsibility for getting the organization there.

Qualifications & Experience

• Significant experience as a COO, Integrator, General Manager, Head of Operations, or senior operating executive

• Strong preference for payment processing / payments industry experience

• Experience building or scaling companies

• Demonstrated ability to implement operating systems and processes

• Experience managing cross-functional teams

• Strong understanding of KPIs and performance management

• Experience running structured executive/leadership meetings

• Familiarity with EOS is highly desirable

• Excellent commercial and operational judgment

• Strong financial understanding

• Excellent English communication

• Experience working directly with entrepreneurial founders or Visionary-type CEOs

Key Competencies

Integrator mentality:Naturally converts vision into execution.

Operational leadership:Can run a company rather than merely manage projects.

Systems thinking:Builds processes that allow the organization to scale.

Accountability:Holds people to commitments and performance standards.

Solution orientation:Does not simply elevate problems.

Commercial judgment:Understands how operational decisions affect revenue, profitability, customers, and growth.

Leadership:Creates clarity and confidence throughout the organization.

Independence:Requires minimal founder oversight.

Execution:Consistently turns decisions into completed outcomes.

What Success Looks Like

The founder should ultimately feel that the company has a capable captain.

Success will mean:

• Clear KPIs are established

• Leadership meetings run consistently

• Priorities are visible

• Employees understand accountability

• Processes are documented

• Problems are resolved without unnecessary founder escalation

• Decisions translate into execution

• Operational performance becomes predictable

• The founder can step away from day-to-day management

• The company has the infrastructure required to scale

The ultimate objective is to build an organization that can execute the founder's vision without requiring the founder to personally drive every operational detail.