Director, Strategic Operations

Position Summary

The Director / Sr. Director of Strategic Operations is a senior leader who serves as a strategic thought partner to the SVP of Customer Success & Value Realization and brings the operational rigor, accountability, and execution discipline that turns strategy into impact. This leader works alongside the SVP to develop and sharpen the strategy for the organization, and then makes it run—translating it into clear plans, operating rhythms, and tracked commitments across Professional Services, onboarding/implementation, partner implementation, and learning/enablement.

This leader is both a strong strategic thinker and a strong executor. They are senior enough to help shape the strategy itself—bringing analysis, perspective, and well-formed options to the table and pressure-testing the SVP’s thinking—and hands-on enough to drive the day-to-day execution, cadence, and follow-through that deliver measurable outcomes. The SVP owns the strategy and the decisions; this leader helps create the thinking behind them and is accountable for making them happen.

This role gives the SVP both leverage and a true operating partner: more bandwidth to lead, sharper visibility into performance, stronger thinking on the hardest problems, and confidence that priorities are moving and commitments are being met.

• The SVP has a trusted operating partner who strengthens the quality of the strategy and the decisions behind it.
• Strategy moves quickly and reliably from thinking to execution to measurable impact.
• The organization operates with clarity, discipline, and accountability, and commitments are tracked through to completion.
• Performance is visible early, so risks and issues surface in time to act on them.
• Operating rhythms run smoothly and cross-functional partners feel aligned, supported, and informed.
• The SVP gains meaningful bandwidth and can lead at altitude rather than chase execution.

• Partner with the SVP to develop and sharpen the strategy for the organization—bringing analysis, market and customer perspective, and well-formed options to inform the SVP’s decisions.
• Pressure-test the SVP’s thinking and surface the questions, tradeoffs, and risks that lead to better decisions; act as a sounding board on the hardest problems.
• Frame complex, ambiguous problems into clear choices and recommendations, helping shape where the organization should focus and why.

• Translate the strategy and priorities into clear operating plans with defined goals, milestones, owners, and success metrics.
• Track commitments end to end, drive follow-through, and hold teams and leaders accountable for progress against priorities, escalating to the SVP when needed.
• Bring structure, focus, and momentum to complex, high-ambiguity initiatives so they stay on track and get finished.

• Build and run the operating rhythm for the organization—leadership meetings, business reviews, escalation forums, and cross-functional check-ins that keep teams aligned and accountable.
• Prepare the SVP and leadership team for key meetings: agendas, pre-reads, decisions needed, and clear follow-ups, so time is spent well and nothing falls through the cracks.
• Prepare and synthesize materials for SLT/ELT and Board reviews on the SVP's behalf, turning complex performance and strategy into clear, decision-ready narratives.
• Standardize operating processes and expectations across teams to drive consistency and efficiency.

• Build and maintain the reporting and dashboards that give the SVP and leadership team timely visibility into delivery, implementation health, value realization, customer satisfaction (NPS, retention trends), and operational performance.
• Turn data into insight and recommendation, not just reporting—flag gaps, risks, and where attention is needed so issues surface early enough to act on.
• Standardize metric definitions and reporting across teams so performance is measured consistently

• Lead…