CLIENT - i Fund Cities, Philadelphia, PA, United States https://ifundcities.com/

OFFICE LOCATION - https://maps.app.goo.gl/rK247pPnVvp5VTFcA?g_st=iwt,

3rd floor, Sandeep Arcade, HSR Layout, Bangalore

WORKING - US shift, Working Hours 4:30PM to 1:30AM, 5 days a week Work from Office

RareVS and i Fund Cities have outgrown its own infrastructure. Revenue, volume, and headcount have scaled faster than the systems, standards, and leadership bench needed to run the business with discipline. The team is capable and the market position is real but the operating model beneath it was never formally designed. It grew organically, one decision at a time, under pressure.

That gap is the prospect. We are hiring a Director of Operations to build the operating system this company runs on: the processes, the performance standards, the training infrastructure, and the leadership bench required for the next stage of growth; and then to lead the organization that runs it.

This is an architect-and-operator mandate, not a caretaker assignment. You will inherit good people working inside undocumented, inconsistent processes. Your job is to diagnose why performance varies, redesign the operating model with rigor, install the metrics that make improvement provable, and build a leadership bench that can hold the standard when you are not in the room.

We are looking for the kind of operator who has built structure inside ambiguity before, preferably inside a portfolio company, a scaling technology business, or a professional services engagement, and who can bring that same discipline here, fast.

WHAT YOU WILL OWN

1. Operating Model & Process Architecture End-to-end ownership of core operational workflows across (processing, service delivery, fulfillment, post-close, vendor management).

Map current-state processes, diagnose where quality and throughput actually break down, and rebuild with documented SOPs, defined handoffs, and named ownership at every step.

Establish the operating cadence - weekly business reviews, governance rhythms, escalation paths that keeps execution visible to leadership and the board.

2. People Leadership & Organizational Design Direct accountability for managers and a total organization : structure, hiring, performance standards, and succession planning.

Raise the ceiling of the team you inherit: through coaching and development where possible, and through structural change where necessary.

Build a leadership bench: identify and develop successors for every role you consider critical to continuity.

3. Performance Management, Analytics & Reporting Define the metrics that matter - cycle time, throughput per FTE, quality and rework rates, capacity utilization, SLA adherence, unit cost and the dashboards that make them visible.





Own the operational narrative to the executive team, the board, and the sponsor: what the numbers say, why, and what you are doing about it.

Use root-cause analysis and data-driven decision-making, not intuition, to size problems before you solve them.

4. Talent Development & Training Infrastructure Design the training function from the ground up: role-based onboarding, certification standards before independent work, and a defined path from individual contributor to manager.

Build coaching, mentoring, and development programs that produce a measurable, repeatable time-to-productivity for every new hire.

5. Strategic & Cross-Functional Execution Partner directly with Sales, Technology, Compliance, Finance, and executive leadership on initiatives that cross organizational lines systems implementations, capacity planning, regulatory change, and integration work.

6. Capacity Planning, Cost & Risk Identify operational and compliance risk proactively, and build the controls that keep the business ahead of it rather than reacting to it.

WHAT SUCCESS LOOKS LIKE IN YEAR ONE Days 1 to 30: Diagnose

Learn the business, the market, and the regulatory environment. Map every core workflow end to end. Establish credible baseline metrics where none exist today. Assess the organization honestly. Deliver a prioritized operating plan to leadership with a defensible case for sequencing.

Days 30 to 90: Build

Redesign the highest-friction, highest-cost processes first. Publish documented SOPs and role-based onboarding curricula.

Stand up the performance-management cadence. Make the structural org-design calls the business needs.

Days 90+: Scale

Demonstrate measurable, board-visible improvement against your baselines. Develop named successors for every critical role. Hand the organization an operating rhythm that holds even when you are not in the room.

WHAT WE ARE LOOKING FOR

We are hiring for capability, judgment, and leadership not a resume that happens to match our industry

Required

6+ years of progressive operations leadership, including at least 3 years managing managers, not only individual contributors. You have built, restructured, and upgraded teams, and made and owned hard performance calls.

A track record of building operating infrastructure from zero or near-zero inside a PE-backed portfolio company,



a management consulting or Big Four advisory practice, a high-growth technology company, or another regulated, process-intensive industry. You can walk us through a process you personally architected: the diagnosis, the design, the rollout, the resistance you managed, and the before-and-after numbers.

Fluency in a high-accountability, high-velocity environment private equity-backed, venture-backed, or comparably performance-driven where speed, ownership, and measurable execution are non-negotiable.

Demonstrated success building training and development functions: onboarding programs, certification standards, or structured curricula, with people whose careers you can point to as evidence.

Analytical rigor: fluent with operational data, comfortable building a capacity model without waiting for someone else to do it, and disciplined about root-cause analysis over instinct.

Executive-grade communication and presence: you write with precision, you can present operational performance to a board or investor and defend it under scrutiny, and you can stand in front of a room of 40+ and be believed.

Learning velocity: you are comfortable being the least knowledgeable person in the room for a short period, with a proven method for closing that gap fast in a technical or regulated business.

Bias toward ownership: you escalate solutions, not problems, and you close gaps that belong to no one rather than waiting to be assigned them.

Preferred

MBA or equivalent postgraduate qualification.

Lean, Six Sigma, or comparable process-improvement or operational-excellence training.

Experience implementing or migrating enterprise systems (ERP, CRM, workflow platforms, or core operating systems).

Post-close integration, carve-out, or M&A; operational integration experience.

Direct experience reporting to a private equity sponsor, investor group, or board.

This is a fast, direct, and still-imperfect environment. People who do well here are energized by building the function rather than running a finished one, comfortable operating with limited structure, and genuinely prefer candid feedback to diplomatic feedback.

People who struggle here are those who need a mature operating environment, a large support apparatus, or clean handoffs that are already defined. Both preferences are legitimate we would rather you know which one describes you before we both invest the time.

WHY US A genuine build mandate at the top of the operating organization not an inherited playbook to maintain.

Direct, regular visibility with the CEO, the executive team, and the [board / sponsor].

A funded, growing business with real market position, where operational leadership has outsized influence on enterprise value.

📌 Director OF Operations (Bengaluru)
🏢 RareVS Consulting Solutions
📍 Bengaluru