Strategic Operations Leader — Cross-Functional Execution

Xcimer-Energy

Denver (CO)

On-site

USD 155,000 - 182,000

Full time

4 days ago

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Benefits offered by this job

Medical, dental, and vision coverage

401(k) with company match up to 6%

Equity participation

Paid time off and company holidays

Flexible work environment

Job summary

Xcimer Energy seeks a Strategy & Operations Lead to connect strategic priorities with day-to-day execution, partnering with Program Management and the Chief of Staff to align decisions with what gets built. You will own cross-functional initiatives end-to-end, implement new processes, and drive adoption across finance, IT, and facilities.

Ideal candidates bring 5+ years in strategy or operations, strong analytical and communication skills, and a bias for solving ambiguous problems in a

Qualifications

5+ years of experience in strategy, business operations, program management, or management consulting, ideally supporting a hardware, deep-tech, or complex engineering organization.
Experience designing and rolling out operational processes end-to-end — including training and post-implementation follow-through — in a fast-growing or resource-constrained organization.
Experience with headcount planning, demand/supply forecasting, or workforce modeling in a scaling organization.
Experience supporting facilities or space planning, ideally across multiple sites.
Strong analytical and financial modeling skills, with comfort building quantitative models that connect technical or program decisions to business and economic outcomes.
High ownership and low ego, with a bias toward proactively stepping into ambiguous, cross-functional problems.
Excellent written and verbal communication skills, with the ability to work effectively — and lead meetings — across engineering, finance, procurement, IT, and executive stakeholders.
Must be a U.S. citizen or national, U.S. permanent resident (current Green Card holder), or lawfully admitted into the U.S. as a refugee of granted asylum

Responsibilities

Serve as the implementation arm for newly approved operational processes: write clear, usable process documentation, design and run the training and rollout plan, and own the post-implementation adoption review.
Own operational projects end-to-end — from problem definition through solutioning and implementation to a clean transition of ownership — coordinating finance, procurement, IT, facilities, and HR to deliver company-wide operational projects that don't sit cleanly inside a single engineering program.
Own headcount planning and demand/supply forecasting for business-operations functions, building the tooling and processes that support efficient resource allocation as Xcimer scales.
Define and evolve Xcimer's operational knowledge-management and information architecture (e.g., Confluence or similar), driving adoption and content hygiene across departments.
Maintain a prioritized backlog of identified-but-unresourced operational process gaps across the company and recommend sequencing and resourcing to close them.
Partner with other departments to map end-to-end business data workflows (e.g., Teamcenter, Boltline, ERP) and drive resolution of cross-team data and process gaps.
Work with the Chief of Staff to translate decisions and action items from executive offsites and business reviews into resourced initiatives with clear owners, timelines, and follow-through.
Identify, evaluate, and help mitigate operational risks and single points of failure across business operations functions.
Partner with Finance to build and maintain the program-level economic models that connect technical and schedule decisions to long-run plant economics, capital requirements, and investment tradeoffs — feeding the assumptions Finance uses in its capital-markets and fundraising models — to support program prioritization and make/buy decisions.
Partner with the Head of PMO to represent business-operations capacity and constraints (finance, procurement, IT, facilities, data systems) in program planning, ensuring program schedules are built against realistic support-function resourcing.
Project-manage across large, cross-functional stakeholder groups: lead working sessions, wrangle multiple threads at once, and report progress up to executive stakeholders without dropping the ball.
Prepare analysis and materials to support budget reviews, board updates, and investor reporting as requested by the COO.