The Business Manager is the company’s execution engine and cultural anchor, translating strategy into disciplined daily action while keeping a firm grasp on people, numbers, and customer outcomes. You will own the operating rhythm end to end—turning annual and quarterly objectives into clear plans, converting plans into measurable targets, and orchestrating cross-functional work so that results arrive on time, on budget, and at quality. That begins with the P&L: you will forecast revenue, set budgets, track burn, and manage cash cycles with a pragmatic eye for risk and opportunity. You will scan the horizon for demand signals, pressure-test assumptions with data, and course-correct early to protect margins and momentum. In parallel, you will blueprint and refine standard operating procedures so that the business runs predictably at scale, codifying what “good” looks like and auditing execution to close gaps fast.

Leading the team is central to this role. You will attract, select, and onboard talent; shape roles and career paths; and coach managers to become multipliers who raise the bar without burning people out. You will institute a cadence of stand-ups, retros, and performance reviews that focus energy on outcomes rather than activity, and you will model the calm, candid communication that keeps trust high when trade-offs get tough. When conflict appears, you will mediate it quickly and fairly; when misalignment threatens progress, you will reset goals, redefine decision rights, and make the hard calls. You will celebrate wins loudly, learn from misses openly, and build a feedback culture where data and customer truth beat opinion.

Commercial execution is a daily partnership with Sales and Marketing. You will help shape offer strategy and promotions, align pipeline coverage to plan, and ensure campaigns translate into qualified demand and repeatable revenue. That includes tightening the handoff between marketing and sales, instrumenting each stage with conversion metrics, and establishing playbooks for pricing, discounting, and retention. On the service and product side, you will police quality at every touchpoint: response times, fulfillment accuracy, experience consistency, and issue resolution loops that turn complaints into loyalty. When vendors or partners are involved, you will negotiate terms that balance cost, reliability, and speed, then monitor SLAs so external promises don't become internal fire drills.

You will make the business legible through crisp, narrative reporting. Each week and month, you will synthesize the signals: growth, gross and net margin, cash runway, operating expense ratio, unit economics, customer acquisition cost and payback, cohort retention, NPS/CSAT, SLA adherence, employee engagement, attrition, and time-to-hire. You will use that dashboard not as a scoreboard but as a steering wheel—framing trade-offs, reflecting experiments, and recommending resource shifts. When expanding opportunities surface—new channels, locations, products, or partnerships—you will lead the investigation with structured hypotheses, small-bet pilots, and explicit kill criteria so the company learns cheaply and scales intelligently.

Operationally, you will keep the tech stack simple and sharp. You will champion an ERP/CRM as the single source of truth across sales, service, inventory, and finance; use a BI layer to answer the “why” behind the numbers; and run projects in a transparent system where priorities, owners, and deadlines are visible to all. Data hygiene and access control will be non-negotiable. You will document processes where stability matters and leave room for team judgment where nuance wins. Compliance will be handled with the same rigor: licenses current, contracts archived, policies trained, and data protected by sensible controls. Audits—financial or operational—should feel like routine check-ups, not emergencies.