Execution risk is the biggest risk in a buy-and-build, and there is no operating engine here yet. No playbook, no team, no infrastructure. That is the job, not a warning about it.
- Compensation
- $200–250K base + bonus + material participation in carry
- Reports to
- Chief Executive Officer
What you own
- The technology infrastructure that connects acquired clubs into one platform
- The integration playbook, which does not exist yet
- People and process across every acquisition
- Developers and administrative staff, day to day
- Trust with club owners before and after close
What we need
- You have stood up operations or shared services in a multi-entity, acquisitive business
- You find the work and ship it. Nobody assigns you your job
- You push 90% to 100% instead of circling back later
- You see mess and build structure so it does not recur
- You push back on the CEO when he's wrong
An echo is useless. A counterweight is a partner.
Where this leads
COO now. President in two to three years. CEO of the operating company at $15M+ portfolio EBITDA. You will build the team under you as you go, from a bookkeeper and a contractor to five or eight people by year three.