Sr Director Business Operations

At Landis+Gyr, we're helping shape the future of energy—making it more intelligent, resilient, and sustainable.

As a global energy technology leader, we're accelerating the energy evolution through purposeful innovation and trusted partnerships. Trusted by more than 2,000 utilities worldwide, our intelligent solutions connect devices, data, and decisions across the grid, helping customers modernize infrastructure, optimize operations, and deliver energy that is more reliable, resilient, accessible, safe, and sustainable.

Behind every solution is a team of approximately 3,300 employees across more than 40 countries who are passionate about solving complex challenges, driving innovation, and making a meaningful impact for our utility customers and the communities they serve.

Join Team Green and help shape the future of intelligent energy.

Sr. Director, Business Operations Reports ToChief Strategy Officer Location Alpharetta , GASchedule4 days/week in office

Level

Sr. Director About the Role The Sr. Director of Business Operations is a senior operator and trusted partner to the CSO, CEO, and COO, responsible for running the company's strategic operating rhythm and solving its most consequential cross-functional problems. This role sits at the center of the business — owning the Q  and OKR processes, driving alignment between GTM and Product, and leading the analytical and operational groundwork for market entry and strategic expansion.

This is a high-impact role for someone who thrives at the intersection of strategy and execution — equally comfortable building a business case for the Board, facilitating a cross-functional working session with the heads of Product and Sales, or diagnosing why a market entry plan isn't gaining traction. The ideal candidate brings the rigor of a top-tier consulting background and the instincts of a seasoned operator.

Key Responsibilities Running the Business Own the company's strategic operating rhythm

Partner with Finance to run the annual operating plan (AOP) process, ensuring strategic priorities translate into funded, accountable plans across functions.

Own the OKR process end-to-end — goal setting, mid-cycle tracking, and cycle retrospectives — as the single source of truth on what the company committed to and where it stands.

Lead quarterly business reviews (QBRs) across Product, GTM and Ops: design the agenda, drive the pre-read process, facilitate the session, and ensure every Q  produces real decisions with clear owners.

Identify when strategic priorities and operating realities are drifting apart and escalate proactively to the CSO and COO before gaps become crises.

GTM & Product Interlock Drive alignment between Product and GTM — ensuring the right products reach the right markets with the right go-to-market motion behind them.

Lead root cause analysis when the interlock breaks down: win/loss patterns that point to product gaps, pipeline stalls caused by missing features, or GTM motions that don't match the product's value proposition.

Build the structural mechanisms — forums, frameworks, and accountabilities — that keep Product and Sales durably aligned, not just aligned after the last offsite.

Market Entry & Strategic Expansion Lead or co-lead market entry efforts for adjacent verticals and new geographies — from market sizing and business case development through go-to-market design and operational readiness.

Design the commercial and operating model for new market entry: pricing approach, customer success motion, channel strategy, and service delivery structure.

Work across Product, Sales, Finance, and Operations to translate market entry decisions into funded operating plans with clear milestones and ownership.

Strategic Air Coverage Serve as the…