Director of Operations & Integration

We're building a CPA/tax platform designed to roll up practices - and we need the operator who runs the firm and integrates what we buy.

You will:

• Own the weekly operating cadence (scorecard, priorities, accountability)
• Protect CPA billable time (utilization, WIP, billing, AR discipline)
• Build one operating system the whole firm runs on
• Lead Day-1 - Day-90 integration for every practice we acquire
• Partner with a Visionary owner and a precision-focused CPA partner - you are the person who makes the plan real

You're a fit if you are structured, assertive in service of the mission, allergic to dropped balls, and proud when other people become more effective.

You're not a fit if you want a book of business, need to be told every step, or go quiet when work is in progress.

We are building an operating platform that can absorb other tax/accounting practices, standardize how work runs, protect CPA billable time, and scale without chaos.

You are the person who makes the vision real
.

• Follow the set direction, major bets, and the roll-up thesis.
• You own the machine - cadence, accountability, throughput, people ops for the firm, and integration of every practice we bring in.

If you have ever wanted to be the operator who turns a good firm into a repeatable growth engine
, this is that opportunity.

• Own the weekly leadership meeting (scorecard, Rocks, to-dos, etc.)
• Publish a same-day written summary
• Keep Rocks to a short list; every Rock has one owner, one date, one definition of done
• Maintain the Issues List; solve the vital few completely
• Protect meeting discipline: on time, phones down, decide on data

• Drive utilization toward 85-90% billable target (or the board- approved number)
• Own WIP aging, billing coordination, and AR follow-up cadence (with CSA / admin support)
• Keep non-billable work off CPA plates - Client Services / admin owned and measured
• Spot capacity cliffs before they hit tax season

• Keep a living accountability chart: who owns what, Level of delegation clear
• Role scorecards written before we hire (never hire into fog)
• Hire, onboard, and performance-manage ops/admin seats
• Weekly 1:1 rhythm with directs; written expectations; no silent underperformance

• One system of record for client status, tasks, deadlines, documents, billing status
• SOPs that a newly acquired team can adopt in weeks, not years
• Quality checklists and handoffs that survive busy season
• "If it isn't written and assigned, it doesn't exist"

For every acquisition or tuck-in, you own the integration playbook
:

• Day-1 / Day-30 / Day-90 integration plan
• Systems cutover (files, portals, billing, calendar, communications)
• Role mapping: who stays, who reports where, what gets standardized vs. left local
• Client communication plan (no surprise drops)
• Culture + cadence install: scorecard, Rocks, meeting rhythm
• Synergy tracking: utilization, realization, turnaround time, client retention
• Escalate to the Principal only on Visionary-level decisions (price, brand, major bets); you run the rest

Quiet competence is a fail here.

• Got it on receipt
• Status while in progress
• Done summary on completion
• Daily brief to Principal: done / in progress / today / needs from you / risks
• Confirm verbal asks from Principal in writing within 24 hours

• 5+ years running operations in a professional services firm (CPA, legal, advisory, healthcare practice, or PE‑backed roll‑up strongly preferred)
• Proof you built an operating cadence (meetings, scorecards, accountability) - not only "kept things organized"
• At least one meaningful integration story (acquisition, office merge, system cutover, or multi‑entity consolidation)
• Comfortable holding professionals accountable without being a technician yourself
• Excellent writing; lives in the communication loop
• Clean background check; references from prior principals / CEOs / MPs