Role and Responsibilities
Operations is the enabling layer that runs underneath the company, and you own it. You sit on a lean executive team and are expected to think and act at the level of the company, not only your function. The role concentrates on four core areas.
Scale the team. Own hiring operations and help PSI scale headcount 2-3x as it grows toward Series A. Own performance management. Bring order to rapid growth without slowing it.
Own the quality and efficiency of company processes. In coordination with the relevant executives and managers, own the systems the company runs on, including project management, internal and external communication, KPI tracking, legal and compliance, finance, and HR. Set the operating cadence: own the planning, reporting, and decision rhythm, and run the operating reviews. Take the things that fall between functions and own them. Build the systems where they do not yet exist, and integrate heterogeneous tools into coherent workflows.
Run operations AI-first. This is non-negotiable: you are, or are willing to become, completely AI-native, fluent across the current frontier models and the best existing agent and automation tooling, and you keep pace as they change. Instrument the company end to end and deploy agentic workflows across every operating function so that output per person scales faster than headcount. PSI builds AI systems and should be run as one internally; the goal is to make it the most aggressively agent-augmented organization in its category.
Scale commercial operations. Partner with GTM leadership to define and scale the operational and staffing requirements for our commercial function. As we transition from research-heavy to commercial engagement, you will bridge the gap between technical output and revenue generation, building the processes and hiring the operational talent necessary to ensure our delivery and support systems scale effectively in lockstep with revenue growth.
Across these areas you also act as a thought partner and force multiplier for the CEO, pressure-testing priorities and providing the decision support a founder needs to run a company moving this fast, freeing the CEO to focus on strategy, fundraising, and external relationships.