Senior IR Leader for VC Funds (Remote)

Strut Consulting, LLC; United States; Hybrid; USD 135.000 - 160.000; Vollzeit

Zusammenfassung

Strut Consulting is seeking a Senior Manager in its Investor Relations practice. You will lead a pod serving a portfolio of venture capital clients, guiding staffing, pricing, and scope decisions while maintaining high‑level client relationships and strategic input.

The role emphasizes pattern recognition, proactive problem solving, and balancing hands‑on work with oversight. Remote work is supported across the US and internationally.

Qualifikationen

• 5–7 years of experience in venture capital, private equity, fund operations, or a related client‑facing role with IR exposure
• Ability to oversee a pod of Managers and Associates while coaching for judgment and escalation
• Strong pattern‑recognition and strategic thinking to connect weekly work to future fund needs
• Experience managing staffing, pricing, scope, and client relationships at senior levels
• Comfort balancing hands‑on work with leadership and oversight as the pod grows

Aufgaben

• Lead a pod covering a portfolio of venture capital clients
• Run higher‑stakes client conversations and manage staffing, pricing, and scope decisions
• Develop operating systems for IR functions, including fundraising processes and LP experience
• Coach Managers on judgment, escalation, and delegation across engagements
• Escalate portfolio‑level signals to Directors with recommended actions

Kenntnisse

Investor relations

Leadership

Staff management

Pattern recognition

Strategic thinking

Jobbeschreibung

Reports to: Director (or Managing Director, where no Director is yet in place)
Service line: Investor Relations
Location: Remote
Comp band: $135,000–$160,000

Who We Are

Strut Consulting partners with venture capital firms to deliver operational expertise and strategic guidance to catalyze success at each stage of growth.

Strut is the preeminent venture capital consulting firm, delivering unparalleled expertise to venture capital firms across the spectrum—from emerging to established—throughout the United States and internationally.

Founded in 2016, we are an essential cornerstone for fund managers, empowering them to maximize impact while optimizing resources. Our team of high-caliber operations, finance, and investor relations experts helps VCs catalyze exceptional performance and strategic advancement.

What We Do

Strut serves as a strategic partner to venture firms across finance, operations, investor relations, and beyond. Our fractional model allows clients to access high-caliber talent and expertise across the full lifecycle of fund management — from fund formation through deployment, reporting, and long-term firm building.

The Role

As a Senior Manager within Strut's Investor Relations practice, you lead a pod covering a portfolio of venture capital clients. This is the person Managers turn to for judgment calls, and the person GPs turn to when a fundraising or LP question is bigger than the next quarterly update.

The Senior Manager stays two steps ahead of the client. They're Strut's pattern-recognition layer for the relationship. This person starts piecing together the bigger picture across an engagement, connecting this week's work to where the client's fund or firm needs to be operationally, and pushing them toward running a more efficient, better-organized business rather than just executing the task in front of them. They run the higher-stakes client conversations (Managers keep the standard ones), lead a pod of Managers and offshore staff (Auxilians), and hold a seat that balances hands-on billable work with oversight weighted toward execution today, and is expected to shift further toward oversight as their pod grows. Senior Managers escalate what they see to Directors (or Managing Directors, where no Director sits above them yet) for client-level calls (staffing, pricing, scope) rather than acting on that judgment alone.

Key Responsibilities

1. Client Strategy, Thought Partnership & Pattern Recognition

Serve as a strategic thought partner to clients on their service function, not just executing what's asked, but shaping how that function should work as the client's fund matures

Build and refine the operating system around a client’s IR function, including LP segmentation, pipeline strategy, communication cadence, fundraising process, reporting infrastructure, data-room readiness, and investor experience

Piece together the bigger picture across an engagement: connect what's happening this week to where the client's fund or firm needs to be operationally in 6–12 months, and bring that forward proactively rather than waiting to be asked

Run higher-stakes client conversations, including renewal risk, scope changes, sensitive relationship moments, escalations, while Managers continue to own standard meetings

Synthesize ambiguous or incomplete information into a clear point of view: what is happening, why it matters, the available options, and the recommended path forward

Actively watch for patterns across the portfolio of engagements they oversee: signals a single Manager wouldn't see because they're only looking at one client

Escalate strategic or portfolio-level signals to Director (or Managing Director) with a clear recommendation attached — staffing, pricing, and scope decisions are the Director's call, not the Senior Manager's to make alone

Serve as the senior point of escalation for Managers when a client issue exceeds their judgment or authority

Directly manage a pod of Managers and Associates by setting expectations, coaching, and holding the team accountable

Coach Managers specifically on judgment: when to escalate, when to decide, how to formulate a recommendation, and how to run a client relationship independently

Review Managers' delegation and quality-control practices across the pod, not only their output

Build Manager capability so increasingly complex work can be handled below the Senior Manager level without sacrificing quality

Ensure work moves to the appropriate level of the team rather than allowing the Senior Manager to become the default execution layer for every complex task

Flag pod-level capacity, skill, or performance gaps to Director/Managing Director before they become delivery or retention risks

3. Quality Control & Process

Serve as a second, higher-altitude quality checkpoint for complex or high-stakes deliverables before they reach the client or Director-level review

Maintain and improve Strut's processes and templates at the pod level; surface improvement opportunities visible across multiple engagements, not just one

Contribute to building Strut’s broader Investor Relations practice through reusable frameworks, training materials, case studies, internal education, and select thought-leadership initiatives

Identify where recurring client needs should become a standardized Strut methodology or service offering

Track own time accurately in Clockify; oversee Managers' time-tracking compliance across the pod

4. Capacity & Utilization

Maintain own billable utilization against the max target for the Senior Manager role, balancing a working seat with an oversight seat. Today this balance skews toward hands-on execution

As the pod matures, expect this balance to shift further toward oversight, with billable targets adjusted accordingly

Own client load planning for the pod: balancing own billable capacity against the team's, and flagging pod-level over- or under-utilization to Director/Managing Director

Monitor whether client scope remains aligned with the agreed engagement and identify when the team is consistently absorbing work that sits outside scope

Recognize opportunities to expand, contract, or restructure an engagement based on the client’s evolving needs, team capacity, and the value Strut is providing

Bring scope, renewal, pricing, or account-expansion recommendations to the Director/Managing Director before making any client-facing commercial commitment

Surface commercial risks early, particularly where delivery expectations, staffing requirements, or client demands are likely to make the engagement unsustainable

5. Service Line Scope — Investor Relations

Oversee investor-facing materials and LP communications quality across the pod's client portfolio, stepping in personally for the highest-stakes fundraises or LP relationships

Serve as a strategic thought partner to clients on fundraising strategy and LP relationship management, not just materials production

Diagnose the maturity and effectiveness of a client’s IR operation and recommend improvements across fundraising, reporting, communications, CRM, LP experience, and internal workflows

Evaluate fundraising pipelines based on LP fit, conviction, relationship strength, timing, and conversion — not simply meeting volume or activity

Help clients build disciplined fundraising processes, including LP prioritization, stage definitions, follow-up standards, meeting preparation, pipeline reviews, and communication strategy

Coach Managers on CRM hygiene, DDQ management, reporting processes, LP onboarding, side-letter and obligation tracking, and relevant compliance activities at a judgment level, correcting patterns rather than individual mistakes

Review and elevate the quality of client-facing content: investor updates, term summaries, thought-leadership pieces across the pod

Work effectively across investment teams, finance, legal, fund administration, and other service providers to understand how fund-level information affects LP communications and the investor experience

Maintain sufficient fluency in fund structures, LPAs, side letters, fund economics, performance reporting, subscription processes, capital activity, and compliance requirements to identify IR implications and coordinate the right stakeholders

Help clients professionalize their investor relations function as their fund matures: process, cadence, and LP experience maturity

Represent Strut at a senior level in select high-stakes LP interactions or industry events on behalf of clients

Owns the client relationship at the strategic layer, not just the first call for routine matters, but who clients (and Managers) turn to when something is off-pattern, high-stakes, or ambiguous

Anticipate client needs before they are voiced, based on patterns across the engagement and similar clients

Actively monitor client relationship health: whether expectations remain aligned, whether the client perceives clear value, and whether unresolved friction could create retention risk

Identify early signals of client dissatisfaction, scope drift, delivery risk, or changing needs and bring forward a proposed response before they become escalations

Communicate with clients in recommendations, not just observations: clearly explain the issue, implications, available options, and recommended path

Escalates before making any client-facing commitment with staffing, pricing, or scope implications

Represents Strut as a seasoned, strategic voice in the room. Clients should feel like they're getting more than execution when a Senior Manager is involved

Qualifications & Attributes

Qualifications

5–7 years of experience in venture capital, private equity, fund operations, or a related client-facing role, with substantial investor relations exposure and experience managing other people-managers

Strong understanding of the venture fund lifecycle and the interactions between fundraising, investor relations, finance, legal, fund administration, and investment teams

Ability to assess the quality of a fundraising process or IR function and identify what is structurally missing, not merely whether individual deliverables are complete

Pattern-recognition instinct: notices trends across multiple engagements rather than treating each as a one-off

Commercial judgment: recognizes when scope, staffing, pricing, or engagement design may no longer match the work being performed and knows when to escalate

Comfortable operating in a role that balances a heavy billable workload with real leadership and coaching responsibility, and comfortable with that balance shifting toward oversight as their pod grows

Confident escalating judgment calls upward rather than either overstepping authority or sitting on a risk

Strong executive presence with ability to run a higher-stakes client conversation solo and represent Strut credibly under pressure

Able to form and communicate a clear recommendation even when the available information is imperfect

Proven ability to develop other Managers' judgment, not just their output

Trustworthy with confidential client and firm information

Embodies Strut's Core Values

Passion — invested in the pod's growth and the client relationship's health, not just their own book

Excellence — holds a high bar for the pod's output, not only their own

Curiosity — actively looks for the pattern behind a one-off issue rather than closing it out and moving on

Candor — gives Managers direct, kind feedback on judgment calls, and escalates hard truths to Director/Managing Director rather than softening them

Bonus Points For

Experience with investor databases and CRMs, especially Affinity

Interest or experience in ESG, sustainability, or responsible investing

What Success Looks Like

Clients see their Senior Manager as a strategic thought partner on their service function, not just an escalation point when something goes wrong

The Senior Manager can independently diagnose a client’s IR or fundraising needs and translate that diagnosis into a clear operating plan

Director/Managing Director are rarely surprised by portfolio-level issues and they hear about emerging patterns from the Senior Manager first

Mature client relationships can operate with materially less day-to-day Director/Managing Director involvement without a decline in strategic quality, client experience, or execution

Managers in the pod grow in judgment over time, require less escalation guidance, and independently handle increasingly complex work

Work is consistently delegated to the appropriate level of the team rather than accumulating at the Senior Manager level

Clients experience Strut according to the Strut Client Experience standard, even in higher-stakes moments

Own utilization and pod utilization both consistently land on target

The pod's deliverables rarely need Director-level rework

The Senior Manager contributes reusable improvements to Strut’s IR practice, not only improvements to their individual client accounts

Growth Path

Strong, sustained performance as a Senior Manager is the primary path to Director, the next rung on Strut's service-line career ladder.

At the Senior Manager level, the primary ownership is account-level strategy, pod leadership, client relationship quality, and execution across a portfolio of engagements. Directors retain ownership of portfolio strategy, staffing architecture, service-line economics, major pricing and scope decisions, and broader practice direction.

Growth into Director is based on demonstrated capability and impact, not simply time in seat: consistently spotting and escalating portfolio-level patterns with sound recommendations, developing Managers who require less oversight over time, creating leverage by reducing Director involvement in mature accounts, exercising strong commercial judgment, and contributing meaningfully to the development of the broader service line.