Quantitative Team Manager

Stealth-Stage Fund And Tech Startup Job

We are a stealth-stage fund and tech startup operating at the intersection of alternative markets and quantitative strategy. Backed by experienced operators and growing quickly, we are building the infrastructure to scale a high-performance, data-driven business.

Our strategies are identified by a small research team and then executed by an operations floor working through structured playbooks. The edge is real, but capturing it depends entirely on execution being accurate, fast and consistent. That is where this role sits.

You run the execution floor day to day so our Head of Quant can go back to research.

Today he is doing both, which means the research half is not happening and the floor half is not being managed as well as it should be. You take the floor: the people, the training, the process, the error rates and the throughput. He takes back the work only he can do.

The team you will manage is largely early in their careers, works to detailed playbooks, and is measured on output and accuracy. Output per person currently varies by a factor of several between the best and the weakest, which tells you most of what you need to know about where the opportunity is.

You do not need to be a mathematician. You need to understand the workflow completely, care intensely about error rates, and be able to turn a clunky manual process into a written specification an engineer can build.

Raise output per person. Through training, better process, clearer standards and daily oversight. The spread between your best and weakest operator is the number you are attacking.

Drive error rates down and keep them down. When someone makes a mistake, your first question is what about the system allowed it. Your second is what changes so it cannot happen again.

Own training and onboarding for the floor. Ramp time is currently measured in months. You will systematise it, document it, and eventually delegate it.

Be the bridge to engineering. You will spend real time watching people work, spotting what should not be manual, and writing prioritized requirements that get built.

Keep the hopper full. Nobody on the floor should be idle waiting on equipment, a handoff or an answer. The logistics of that are yours.

Take the escalations. Ambiguous situations, unusual cases and anything the playbook does not cover come to you first.