Head of Strategy and Operations — Partnerships

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Strategic Partnerships is running a multi-vertical, multi-region portfolio with real scale ambitions. The channels are defined. The teams are in place. What's missing is the machine that makes it all repeatable, and the person obsessed with building it.

This is a role for someone who chooses hard problems over safe ones, who sees an under-built operating system and can't help but fix it, and who measures success by whether the org around them got faster, sharper, and more capable. You sit at the center of how Partnerships executes: owning the planning cadences, performance frameworks, cross-functional machinery, and analytical infrastructure that lets a lean team manage a complex portfolio without losing speed or discipline.

You’ll work directly with the Head of Strategic Partnerships and lead the Operations team, translating direction into action and making sure nothing important falls between the cracks. The right person for this role gets energy from closing things - you don't hand off recommendations, you stay in the room until things are done.

1.
Own the operating system. Design, build, and maintain the frameworks, playbooks, and cadences that let channel teams execute at scale: partner tiering logic, corridor launch checklists, activation tracking, readiness gates, WIN vs. PLAY operating guidelines. The goal is a system where teams spend less time figuring out what to do and more time doing it. You build it, you keep it current, and you hold the org accountable to using it.

You're not inheriting something polished — you're building it.

• Run the planning cycle end-to-end. Own the annual and quarterly planning process for Strategic Partnerships — translating channel strategy into OKRs, KPI frameworks, financial frames, and execution roadmaps. Run the Q  process: structure the reviews, build the narrative, surface the decisions, and follow through on actions. This is not a facilitation role — you own the output and are accountable for whether the org is working on the right things in the right order.
• Lead and develop the Operations team. Manage and develop the Operations team, setting clear direction and holding a high bar for output. Your team should be growing — developing commercial instincts, improving their judgment, getting better at making calls. You're not just approving their work; you're raising their ceiling and creating an environment where ambition is contagious.
• Drive strategic projects. Own the execution of complex, cross-functional strategic projects — from problem framing and stakeholder alignment through to delivery. When a project is ambiguous, you create the structure. When it stalls, you unblock it. You don't escalate dependency problems — you resolve them. And when it's done, you move on to the next one.
• Own performance tracking and the channel P&L view. Maintain the GMV forecast, track actuals against plan, and build the dashboards that give leadership clear visibility into what's working, what's at risk, and what needs intervention. Translate data into decisions — partner health, ROAS trends, pipeline conversion, incrementality signals. You're not reporting numbers; you're surfacing the story behind them and making sure…