Director of Business Operations

Role Description

This role is for an operator who has run multi-unit service businesses and knows how to grow and manage such businesses on the ground.

As Director, Business Operations, you will own the performance of a portfolio of recreational businesses, initially focused on gymnastics and swim schools, with the opportunity to expand into other divisions based on your performance.

You will not manage daily operations at the individual locations. You will set direction, diagnose issues, drive execution through local leaders, and be accountable for results.

You will have authority to make changes, but that authority should be used with judgment, because many of our local operators are founders and partners in their respective businesses – a core tenant of our partnership model.

• Full P&L responsibility across your portfolio
• Set priorities, roadmap with local leaders and portfolio-wide, and ensure execution
• Identify underperformance early and address it directly
• Identify business risks and implement necessary actions to mitigate said risks
• Run monthly operating reviews with partners and executive team

These are class-based, capacity-constrained businesses. Growth comes from increased enrollment and better utilization, not infinite inventory.

You will:

• Increase enrollment volume without compromising safety or experience
• Improve class fill and schedule efficiency
• Own pricing decisions and promotional strategy
• Introduce new programs, formats, and SKUs where appropriate
• Lead new location launches from planning through opening and post-opening performance
• Interact weekly with marketing department to ensure on-time and effective execution of marketing activities and broader roadmap

You will focus on execution at the front of the funnel:

• Improve speed-to-lead and follow-up discipline
• Tighten local sales processes and accountability
• Ensure marketing demand turns into enrollments

• Identify why families leave and where experience breaks down
• Improve onboarding and early-engagement
• Implement practical retention and save plays
• Reactivate churned families
• Cross-sell into additional programs

Labor is both the cost base and the product.

You will:

• Redesign org structures where needed
• Clarify roles across coaches, admin, and leadership
• Align staffing to schedules and enrollment patterns
• Improve productivity without eroding culture, employee-experience or safety
• Hire, replace, or upgrade local leadership when required

When a business under performs, you own the outcome.

You will:

• Build a clear turnaround plan
• Drive execution through local leaders
• Step in firmly when needed, without taking over daily operations

• Support initial M&A integration of newly acquired companies you will manage as the point of contact with Rocket Youth’s corporate team
• Take full ownership post-integration, including implementation and usage of HQ systems and processes across portfolio (e.g. UKG, Ramp, GHL, etc.)
• Enforce safety standards and compliance for your businesses
• Act as the primary link between operators and HQ teams
• Manage relationships with vendors and landlords
• Manage relationships with class-management-system (CMS) providers and continuously improve CMS usage and standardization for better operations at unit-level

• Revenue growth
• EBITDA growth

• Lead conversion
• Retention and churn
• Reactivation
• Class utilization and schedule efficiency
• Labor productivity

• Many partners are founders with strong opinions and influence over local culture, staff, and daily processes
• Systems are imperfect and not standardized
• Peak demand is after school, evenings, and weekends
• Safety and experience are non-negotiable
• Execution matters more than decks or recommendations

You have:

• Ideally operated gymnastics businesses (rare, but highly valued).
• Otherwise, preferred experience running service-based, family or youth-oriented retail, sports, education, or entertainment businesses. Experience with membership, subscription, or class-based…