Vice President of US Operations

Brodie; Dallas (TX); Vor Ort; USD 150.000 - 230.000; Vollzeit

Zusammenfassung

Brodie in Dallas is seeking a US Operations Leader who will own every US market, venue and game-night, modeling after the Canadian flagship and partnering with the COO on cross-functional standards and budgets.

You will build the operating system—playbooks, training, certification, tooling and dashboards—enabling League Managers to run nights to Brodie’s standard nationwide. Lead launches, ensure compliance, and drive margins while delivering premium athlete experiences.

Aufgaben

• Own game nights in every US market: venues, schedules, referees and scorekeepers, equipment, check-in, streaming and logistics.
• Hold the reliability standard: zero forfeits, zero referee or scorekeeper no-shows, confirmed backups in every market and a named owner for every escalation.
• Start each day with last night's reports: read every market's report first thing, and assign owners with same-day fixes.
• Clear what the field can't: venue disputes, staffing gaps, player complaints that reach head office and the calls a District Manager needs made.
• Keep one schedule per venue and centralize the repeatable work: league nights, events, drop-ins and court rentals within head office scope.

Jobbeschreibung

COMPANY OVERVIEW

50,000 athletes. 30+ locations. One standard, every game night.

Brodie Operations runs every league night for Brodie Rec. League, supporting a rapidly growing sports brand operating across 30+ North American cities and serving more than 50,000 athletes.

Brodie League is more than a basketball league, it's a community. As one of North America's fastest-growing sports brands, Brodie League is redefining adult recreational basketball by delivering an elevated, professional-quality experience rooted in culture, competition, and community. Our mission is to make every league night the best night of the week for our athletes.

ROLE OVERVIEW

Every week, Brodie runs league nights in 30+ cities across Canada and the US, delivered by District Managers, League Managers and hundreds of game-night crew: referees, scorekeepers and highlight specialists. Nearly every market we open between now and 2028 will be in the US, taking us from 30+ venues to 200+ across 50+ metro areas. The experience has to hold at that size, and it has to be run from Toronto.

Our COO runs the flagship operating engine in Canada, the model every Brodie market is built on. This role exists because the US build now needs its own leader: by 2028, the US will be the majority of Brodie's venues, athletes and operating cost. You'll own US operations end to end and set their direction, modeled on our Canadian flagship standards. You and the COO work as partners on the calls that cut across the company: shared standards, budget and the leadership-team calendar.

You'll run every US market, venue, game night and launch. You own everything from the moment a league is sold to the final buzzer, and you'll direct the build of the operating system (playbook, training, certification, tooling and scorecards) that lets any League Manager in any US city run a Brodie night to one standard, without calling head office.

Why it matters: athlete experience at scale. A player who signs up has seen a brand built to a premium standard. Your job is to make sure the gym delivers that same experience at 9:40 p.m. on a Tuesday, in a city we opened three weeks ago, run by a referee we hired on Friday, and that it still feels like the best night of that player's week.

You're not starting from scratch, and you're not doing this alone. Brodie already has a District Manager bench, League Managers in every market, a documented city-launch checklist and an operations team running 30+ venues. You bring the scale experience Brodie hasn't needed in-house until now: hundreds of venues, many states and a large frontline led through district leaders. The team brings years of knowing exactly what a great Brodie night feels like. Your job is to bring the two together. You'll sit on the leadership team in your own right and shape company calls alongside the COO, not just report US numbers into them.

Make every US game night feel like the best night of an athlete's week, at 200+ venues. Ready to make it happen? Read on!

CORE RESPONSIBILITIES

US OPERATIONS AND GAME-NIGHT RELIABILITY (PRIMARY FOCUS)

Every night runs, in every market.

• Own game nights in every US market: venues, schedules, referees and scorekeepers, equipment, check-in, streaming and logistics.
• Hold the reliability standard: zero forfeits, zero referee or scorekeeper no-shows, confirmed backups in every market and a named owner for every escalation.
• Start each day with last night's reports: read every market's report first thing, and make sure anything flagged red has an owner and a same-day fix.
• Clear what the field can't: venue disputes, staffing gaps, player complaints that reach head office and the calls a District Manager needs made.
• Keep one schedule per venue and centralize the repeatable work: league nights, events, drop-ins and court rentals never collide, and jerseys, shipping, equipment and admin run from head office so local teams can spend their time on game night, venues and community.

PEOPLE LEADERSHIP, ACCOUNTABILITY AND SKILLS DEVELOPMENT

• Lead the US field organization: District Managers, League Managers, Assistant League Managers and hundreds of part-time game-night employees and contractors across multiple states and time zones.
• Run a weekly 1:1 with every District Manager: work through their League Managers' numbers together, and build the weekly scorecard and operating rhythm that keeps every market informed, aligned and accountable from Toronto.
• Set clear expectations and make the performance calls: give direct and timely feedback, coach leaders up, and have the honest conversation when a standard isn't met.
• Build the skills ladder: training, certification and career paths that take a scorekeeper to Assistant League Manager, a League Manager to District Manager and a District Manager to regional leadership, so every market can grow its own next leader.
• Hire well with People & Talent: run the weekly hiring review of open League Manager, referee and scorekeeper seats in every market, make your own leadership hires as the map grows and shape role design, staffing models and incentive structures for the field.
• Keep your people informed and engaged: build the cadence, process, rituals and systems that make it happen.

THE BRODIE OPERATING SYSTEM: PLAYBOOK, TOOLING AND ENABLEMENT

• Own the next version of the A-to-Z playbook: the checklists, training and certification that let a brand-new League Manager run night one from the system alone, and keep Friday's games running if a League Manager quits on Thursday.
• Be the operator's voice in Product: define what League Managers need from the Commish app, Admin and the CRM, prioritize it clearly for the Product team and make sure the field adopts the tools we ship.
• Put every market's numbers on one dashboard: teams and registrations against target, forfeits, no-shows, check-in and cost per game night, so nobody has to wait for a report to know how last night went.
• Run a monthly playbook update: what broke, how it was fixed and what changed in training as a result.
• Multiply what head office can run: use AI and automation to stretch a small head-office team across 50+ markets.

LAUNCHING NEW MARKETS AT SCALE

• Own every US launch operationally, hand in hand with Growth: their City Launchers fill the leagues; you make sure venues are locked and filmed before registration opens, League Managers, referees and scorekeepers are hired and trained, everything is ready ten days out and opening night runs to a script.
• Run the weekly launch review with Growth, market by market: venues, City Launchers, staffing and what's at risk.
• Secure the venue runway: a second venue in every market before season one tips off, and multi-season agreements that protect prime weeknight court time.
• Make every market stand on its own margin: so head office stays lean as the map grows.
• Hold one standard everywhere: refs, scorekeeping, check-in and brand feel identical in Tampa and Toronto.

P&L, COMPLIANCE AND OPERATING RHYTHM

Run the US like a business, state by state.

• Own the US operations P&L with Finance: venue, staff and equipment cost per game night, market by market, and the staffing and compensation models behind it.
• Own US operating compliance with Finance and People & Talent: worker classification, overtime exposure, insurance, permits and venue certificates, state by state.
• Bring structured business judgment to the Ops P&L: what belongs on it, what's off plan and the hypotheses to fix it.
• Set the venue deal standard: the terms, walk-away points and multi-season structures every market negotiates from.
• Travel regularly to US markets: see first-hand what our athletes see. Travel to Toronto required once every 6 to 8 weeks for up to 5 business days.
• Bring a point of view to the leadership table: where