Head of Operations

STARR LUXURY CARS

We're hiring one person to run the whole machine.

Head of Operations

Luxury travel
· Asset-light
· Global
· London-based

Read this carefully. Most people should not apply. This is the operational heart of a fast-moving luxury travel company, and I'm only interested in the small number of people who can actually run it.

Starr Luxury Cars connects the world's most discerning clients to the finest chauffeurs and self-drive supercars on the planet, without owning a single vehicle. We're asset-light by design: we scale on systems, relationships, and taste, not on capital. We operate across the UK, USA, Europe, and the UAE, in two business lines, and we are growing.

Right now, I am the machine. Every booking, every supplier, every fire routes through me. That is the single biggest constraint on how fast this company grows. I want to hand the entire operation to someone better at running it than I am, so I can do the two things only I can do: win clients and build partnerships. That someone is who this ad is for.

This is not a seat-warming, spreadsheet-forwarding ops role. This is simple to say and hard to do:
take the whole operation, make it excellent, and make it scale.

You will inherit a business that works but runs on heroics: brilliant people holding it together in their heads, tools that don't talk to each other, and no single source of truth. Your job is to turn that into a precise, measurable, self-running operation that delivers flawless luxury experiences at 10x the volume, and to build the team that runs it.

If that sounds like pressure, it is. It's also the most fun you can have building something. You will have real ownership, real budget, and a founder who gets out of your way once you've earned the keys.

• The operation, end to end. Every booking across both lines, UK and international, from enquiry to flawless completion.
• The systems. Stand up a CRM as the single source of truth, kill manual admin with automation, and write the playbook so nothing lives in one person's head.
• The numbers. Design and run the KPI framework. Set the targets. Hold the team to them. If it isn't measured, you'll measure it.
• The people. Hire, onboard, and lead the ops team. Build a talent-dense bench, not a headcount.
• The suppliers. Own operator and fleet-partner relationships, drive reliability and margin, and build the playbooks for our US, Europe, and UAE hubs.
• The money that ops touches. Margin discipline, invoicing accuracy, reconciliation, cash, and refunds that go out on time, every time.

• I'm spending less than 10% of my time on operations, because you took it.
• Every lead, booking, client, and operator lives in one system, feeding a dashboard I can read in 60 seconds.
• 100% of trips are confirmed complete. No more assuming, no more blind spots.
• The team hits targets they helped set, and the business runs the week I'm on a plane.

• You've done this before. You've run operations that depend on suppliers you don't control: a marketplace, a logistics business, premium travel, mobility. You know how to deliver excellence through other people's hands.
• You build, you don't just manage. You've turned chaos into a documented, repeatable system. You've stood up CRMs, written SOPs, and automated things people said couldn't be automated.
• You run on metrics. You've designed KPI frameworks and moved teams to hit them, with numbers to prove it.
• You get the luxury standard. You understand HNW clients, discretion, and that at this level 'good enough' is a failure.
• You have extreme ownership. Problems stop with you. You don't expand them or let them drag; you solve them and tell me it's handled.
• You move fast and sweat the detail. In a…