Prelim - Business Operations Lead
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Requirements
• 3-6 years of experience at a startup that scaled through the 15-to-80 person range. You've lived through the transition from "everyone does everything" to "we need real structure," and you know what works and what's overkill at each stage. • 3-6 years of experience at a startup that scaled through the 15-to-80 person range. • You've held a role where you were responsible for cross-functional coordination. Titles you might have held include ops manager, business operations, chief of staff, program manager, or a senior role at a consulting firm. The title matters less than whether you were the person who kept the trains running. • You've held a role where you were responsible for cross-functional coordination. • You're a strong writer and communicator. You'll create the operational documentation that doesn't exist yet, staffing plans, project trackers, meeting agendas, status reports, process docs. If you can't write clearly and concisely, everything you produce will be ignored. • You're a strong writer and communicator. • You're relentlessly organized without being bureaucratic. You add just enough structure that things don't fall through cracks, but you know the difference between useful process and process for its own sake. • You're relentlessly organized without being bureaucratic. • You're comfortable with ambiguity. In the first month, you might be updating a project board, chasing down a dropped support ticket, organizing travel for an offsite, and building a staffing spreadsheet, all in the same day. If that mix of variety and ownership sounds exciting, you'll feel right at home here. • You're comfortable with ambiguity. • You're direct and unintimidated. You'll need to tell a team lead "your team is overloaded and we need to cut something" and tell the founder "you committed to something we don't have capacity for." This role requires comfort with giving direct and thoughtful feedback. • You're direct and unintimidated. • Experience in B2B, enterprise software, or fintech • Familiarity with tools like Linear, Notion, Pylon, Mixpanel • Experience supporting a technical team (engineering, design, product)
Responsibilities
• Cross-team coordination to maintain an understanding of who is working on what across product, design, engineering, and implementations. Present staffing options when a new bank comes in based on current allocation and capacity assessment. • Building and running a lightweight system for workload visibility and risk tracking that provides leadership with weekly insights into team load, active work, delivery risks, stalled projects, overloaded teams, or unanswered customer concerns to prevent emergencies. • Owning the operational rhythm by ensuring leads sync agendas happen on schedule, cycle kickoffs occur as planned, action items from meetings are tracked and followed up on, 90-day reviews get scheduled, and documentation of One-Off Out (OOO) plans. • Managing staffing and project coordination to ensure smooth handovers when projects need reassignment due to PTO or customer escalations, maintaining an updated map of who covers what in real time. • Vendor and logistics management for office space coordination, software contracts negotiation, expense approvals, travel bookings for offsites and team meetups collaboratively with People Operations to ensure these tasks do not fall on product development teams.
Benefits
• $170K – $180K • Offers Equity • Prelim is growing 2-3x annually and our platform powers account opening and onboarding for banks across the country. Our team is at a turning point: the informal systems that got us here won’t scale with where we’re headed next. • Right now, the work of coordinating across teams, tracking projects, and keeping the company’s operational rhythm running falls on engineers, designers, and product leads. That’s not sustainable, and we know it. • As our first Business Operations hire, you’ll build the operational infrastructure from scratch. There’s no playbook, no existing business ops team, and no predecessor in the role. You’ll decide what to systematize first, build processes that scale, and ensure nothing falls through the cracks while the company continues to grow rapidly. • If you want to shape how a fintech startup scales, this is your chance to make a huge impact. • What You'll Own • What You'll Own • Cross-team coordination. You'll maintain the picture of who's working on what across product, design, engineering, and implementations. When a new bank comes in, you're the person who looks at current allocation, identifies who has capacity, and presents staffing options, not the founder doing it from memory in a Slack DM. • Cross-team coordination. • Workload visibility and risk tracking. You’ll build and run a lightweight system so leadership has a weekly view of team load, active work, and delivery risk. You surface early warning signs like stalled projects, overloaded teams, or unanswered customer concerns. The goal is to surface problems before they become emergencies. • Workload visibility and risk tracking. • Operational rhythm. Leads syncs have agendas. Cycle kickoffs happen on schedule. Action items from meetings get tracked and followed up on. OOO plans are documented. 90-day reviews get scheduled. You own the cadence that keeps the company running smoothly. • Operational rhythm. • Staffing and project coordination. When projects need to be reassigned, when someone goes on PTO, when a customer escalation needs routing, you're the person who makes sure the handoff happens and nothing gets dropped. You maintain the map of who covers what, and you update it in real time. • Staffing and project coordination. • Vendor and logistics management. Office space coordination, software contracts, expense approvals, travel booking for offsites and team meetups in collaboration with People Operations. This work is real, it takes real hours, and it currently lands on people who should be building product. • Vendor and logistics management. • What You Won't Own • What You • Won't • You're not a people manager, team leads manage their own reports. You're not making product decisions, the founder and product leads own the roadmap. You're not doing the work itself, you're making sure the people who do have what they need and that nothing falls through cracks.
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