Chief Operating Officer

Job not on LinkedIn

🔥 0 minutes ago

Apply Now

Find Similar Remote Jobs

Set Up Email Alert For New Jobs

📊 Check your resume score for this job

Improve your chances of getting an interview by checking your resume score before you apply.

Upload Resume

Boldr

WebsiteLinkedInAll Job Openings

501 - 1000 employees

🤝 B2B

☁️ SaaS

B2B • Outsourcing • SaaS

Boldr is a global company that specializes in managed outsourcing and global employment services. The company prides itself on being a certified B Corporation, focusing on ethical outsourcing by building teams that are an extension of the client's brand. Boldr provides a wide array of services including customer experience support, engineering, data, and technical services, primarily targeting industries such as eCommerce and SaaS. It is committed to creating circular value for its clients, careers of its team members, and the communities it operates in, aligning with principles of social sustainability and impact. With a strong emphasis on creating a sense of purpose and belonging, Boldr offers expertise in global recruiting, onboarding, and performance management, supporting over 100 client partners globally.

📋 Description

• Own how decisions get made at Boldr: who sets the bar, who owns the call, who carries it out. Keep decision rights clear so the business moves without stalling or reopening settled calls. • Build the operating cadence that keeps every function aligned: the reviews, the metrics, and the rhythm that turn strategy into delivery. • Make sure big commercial and operational decisions get real cross-functional scrutiny before they are committed, so no single function carries a decision alone. • Partner directly with the CRO to ensure revenue targets are funded by operational and financial reality, not aspiration. • Hold a clear understanding of key client relationships and the health of the revenue pipeline. • Ensure commercial commitments are operationally and technically deliverable before they are made, closing the gap between what is sold and what is built. • Identify and act on growth opportunities that align with Boldr's mission, margin, and systems capacity. • Own Boldr's operating technology stack; the platforms, tools, and integrations that run People, Finance, and Delivery across five geographies. • Set the systems roadmap: prioritise, sequence, and resource implementations (HRIS, workforce, and operations platforms) so they land and get adopted, not just bought. • Build the data infrastructure that gives the CEO and leadership a single, trusted view of performance: operational, commercial, and financial. • Drive automation and responsible AI adoption across the operation to lift productivity, quality, and margin. • Make systems readiness a precondition for scale: security, integration, and resilience built in, not bolted on. • Hold direct ownership of the operating P&L and budget. Make the resource and cost decisions inside operations that balance growth with responsible stewardship. • Own cost discipline and operating forecasts across the operating functions. Partner with the CFO on company-level planning, capital allocation, and reporting. • Give the CEO clear, candid financial visibility on operating performance, risks, and outlook. • Treat financial discipline as a standard, not a constraint, and make the operating numbers legible through better systems and data. • Through VP CX, own Boldr's delivery standard. Define what "great" looks like at scale and hold the organisation accountable to it. • Ensure client NPS, retention, and service metrics are managed proactively, not reactively; instrumented through reliable systems and data. • Act as the executive escalation point for high-stakes client issues, and ensure the system learns from every escalation. • Drive the continuous improvement of Boldr's CX practice as a competitive differentiator. • Build and maintain the operating infrastructure that supports growth without breaking culture or quality. • Own cross-geo execution: process discipline, systems readiness, and accountability frameworks across PH, ZA, MX, CA, and US. • Identify and resolve structural constraints before they become crises. • Ensure every geography feels resourced, connected, and clear on how it contributes to the whole. • Lead a high-performing senior team. Set the standard for how Boldr's leaders lead. • Model Boldr's values in how you operate: with accountability, candour, curiosity, and care. • Make the culture feel real in operations, not aspirational in documents. • Lead change well. Boldr is scaling fast, so this role owns transformation and change management: bringing people with you, not just rolling out new systems and structures. • Keep the CEO informed, not surprised; clear, timely reporting on performance, risks, and material decisions, backed by reliable data. • Represent operations at executive level when required; present with clarity and confidence. • Ensure regulatory and governance compliance across all operating geographies. • Maintain the integrity of Boldr's B-Corp certification in how operations are structured and run.

🎯 Requirements

• 12+ years of senior executive leadership, including direct accountability for financial performance and operating systems. • Proven experience leading multi-geo operations across different cultures and jurisdictions, ideally including emerging markets. • Direct P&L or budget ownership at meaningful scale in a services, tech-enabled services, or high-growth environment. • A track record of selecting, implementing, and scaling core operating systems (HRIS, ERP, workforce, or operations platforms) and getting them adopted. • Strong financial acumen, you can read a balance sheet, challenge assumptions, and translate numbers into decisions. • Fluency with data, automation, and AI as levers for productivity and margin. • Experience working in close partnership with a CEO, CFO and commercial leadership (CRO or equivalent). • Experience operating within a mission-driven, B-Corp, or ESG-aligned organisation (preferred). • A reputation for delivery: results are not a side effect of your strategy, they are the point.