Director of Operations (Product, Engineering & Technical Solutions)
- Market p25–p75
- $165k–$250k
- Opened · 30d
- +3
- Closed · 30d
- −0
- Opened · 7d
- +1,6016% of open
- All other
- 623,750open
Job Description
Alloy is where you belong!
Alloy is the AI-powered identity and fraud prevention platform that accelerates onboarding, stops fraud, and scales compliance across the customer lifecycle so financial organizations can grow without limits. More than 900 of the world's leading financial institutions and fintechs trust Alloy for smarter risk management that drives growth.
Through our values: Be Bold, Go Fast, Collaborate, and Celebrate Our Differences, we are creating a workplace where you can grow, thrive, and belong.
See how we've been continuously recognized and named one of Inc. Magazine's Best Workplaces, Forbes America's Best Startup Employers, Best Fintech to Work for by American Banker, year after year.
Check out our investors and read more about us here.
About the team
Product, Engineering, and Technical Solutions (PETS) make up two-thirds of Alloy and own the products and capabilities that drive outcomes for our clients. As Alloy grows, we keep rethinking how we operate: delivering first-of-their-kind client solutions, building scale and consistency in our core, and leveling up our platform. PETS Operations sits at the center of that work. The team keeps every group focused on high-impact problems, cuts toil out of how we work, and runs the rituals that keep PETS aligned. Alloy operates in a hybrid-work environment. We look to foster collaboration and community by having our local employees onsite three days a week. Directors and above attend the office four times a week.
What you'll do
Own how two-thirds of Alloy operates. You'll set the operations strategy for PETS, sit on Alloy's senior leadership team, report to our Chief Product & Operating Officer, and lead a team of Operations Managers and an Applied AI Engineer.
- Set the operations strategy for Product, Engineering, and Technical Solutions. Choose the priorities, say what we will not do, and hold the organization accountable for delivering.
- Build the measurement that shows where effort goes across PETS, starting with cost to serve by client segment, and turn it into decisions and points of view for the executive team and board.
- Cut the overhead of running PETS so Alloy grows without scaling headcount linearly. Set automation goals and make the build-vs-buy calls on the tooling that gets us there.
- Redesign core processes, from triage and feature requests to delivery, launches, and product feedback loops, to raise client satisfaction and remove internal overhead.
- Run PETS operating cadences, including quarterly roadmap planning, annual planning, and All Hands, and decide which ones to keep, change, or cut.
- Own the systems PETS runs on, including contracting, budget, and setup in partnership with IT.
- Lead, coach, and grow a small team of Operations Managers and an Applied AI Engineer into a group that gets more done together than apart.
What we're looking for
Must-haves
- Experience leading operations for Product, Engineering, and/or Technical Solutions teams at a high-growth startup.
- A track record of setting strategy and priorities for an operations function and driving change through teams you don't manage, all the way to adoption. You are comfortable pushing on senior leaders, including the executive team.
- Measurement built from no baseline, such as cost to serve, capacity or effort models, or unit economics for solutions and engineering teams, and used to change real decisions.
- Fluency in how engineering teams work. You engage credibly with Engineering leaders on SDLC, triage, and process. You do not need to be a former engineer.
- Experience leading and developing a high-performing team, with real investment in each person's career growth.
- Based in New York and able to work from our Union Square HQ four days a week.
Nice-to-haves
- Led build-vs-buy decisions on automation or internal tooling, and partnered on the build when that was the right call.
- Redesigned an operating cadence, including cutting one that was not creating value.
- Prepared points of view and materials for executives and a board.