Head of Company Operations

About Tutor

We believe robots will be the next chapter in making physical labor safer and more affordable. But, nearly nine out of ten American factories and warehouses don’t have a single robot. Tutor Intelligence is changing that.

We build robots that go straight into real factories and warehouses, to do real work, with real impact. Our robot Cassie does back-breaking work, moving boxes, pallets, and bulk goods for family-owned manufacturers to some of the largest brands in the world. Our robot Sonny does handwork, using two arms to achieve human-like dexterity in picking and packing. Every robot learns on the job, and each one we deploy makes the next one more capable, more affordable, and faster to put to work.

Founded at MIT and headquartered in Watertown, MA, we do it all in-house: the robotics hardware, the machine learning, and the field deployment and service. We’re a team of researchers, engineers, technicians, operators, and sellers who love building things and solving hard problems.

Our mission is grand: robots everywhere, for the common good, raising the standard of living across North America, and then the world.

The Role

Tutor is hiring a Head of Company Operations to lead cross-functional operations at the leading robotics research and deployment company. The scope is massive and new: every domain of our work, from research and engineering to manufacturing, Solutions, sales, and finance, through a period of rapid commercial growth as we take Cassie and Sonny into new workflows, sites, and markets. You will own how the company operates: one clear plan the whole company works toward, and the execution and change it takes to get there.

Strategic intent at Tutor comes from everywhere: the founders, the leaders of each function, and the people closest to the work. You will pull it together into one coherent plan with goals the whole company believes in, keep it current as priorities shift, and make sure it gets done. When something gets stuck between teams, you make the call and drive it to resolution. When the company needs a big change, like entering a new market, standing up a new site, or reshaping how teams work, you make the case and lead it through.

You report to the CEO, sit on the leadership team, and own the operating plan we take to our board. You work as a peer to the leaders who run each function: you set goals with each of them, own the scorecard the company runs on, and have a formal say in how those leaders are evaluated. We are looking for an operator who has owned company outcomes at a scaling company: someone who has run the operating rhythm, understands how revenue and finance fit together, and is as comfortable on the factory floor as in a board planning meeting.

What you'll own

• Own the plan: Continuously pull together what the founders, functional leaders, and teams are working on and seeing into one coherent plan, with company and team OKRs that leaders agree to, believe in, and execute against
• Make sure it happens: Own execution against the plan across every function, from product launches and production ramps to fleet growth and hiring, and catch slips early enough to recover
• Fix what's stuck: Take the highest-stakes problems that span functions, drive them to resolution, and hand each one back to the team that owns it with a fix so it does not come back
• Make the calls between functions: Own the operating tradeoffs across functions, from sequencing to resourcing within the plan, so decisions get made where the work happens
• Lead big changes: See where the company needs to change to hit bigger goals, make the case, and lead it through, whether that's entering a new market, standing up a new site, integrating an acquisition, or reshaping how teams work
• Run the operating rhythm: Own the planning cycle and the annual operating plan with Finance, and the business reviews and scorecard the leadership team works from
• Build the data and tools: Over time, build one trusted source for company metrics and the tooling that runs the operating rhythm, working with our internal tooling engineers

Requirements

• You have owned the operating rhythm and its outcomes at a scaling company: quarterly planning, business reviews, scorecards, and the annual plan alongside Finance
• You have held a director- or VP-level operating role at a company scaling past ~150 people
• You understand how revenue and finance work: pipeline and forecast, bookings and revenue, budgets and actuals, unit economics, and how a sales forecast becomes a build plan and a hiring plan
• You have taken scattered, shifting direction and turned it into goals a leadership team signed up for and hit
• You have led peers and their teams through hard cross-functional work, and earned their trust
• You have led a major company change end to end, such as a launch, an integration, or a reorg, and handled the people side well
• You can follow a technical problem well enough to unblock it and know who should make the call, without being an engineer
• You are fluent with data: you define good metrics, read SQL and dashboards, and notice when numbers disagree
• You have a bias to action and high intensity, and you lead from where the work happens, from the factory floor to a customer site
• You make operating calls with confidence, own the results, and know which questions belong with the CEO

Helpful, but not required:

• Experience at a company that builds physical products: hardware, robotics, manufacturing, or field operations
• Experience building something from scratch, as a founder or as the first person in a function
• Experience building analytics, business operations, or internal tooling

What success looks like

• The company and each function start the quarter with clear, measurable goals that leaders agree to; changes in direction are made explicitly, with owners and plans updated.
• Commitments across product launches, production ramps, fleet growth, and hiring are tracked throughout the quarter; risks surface early with recovery plans.
• Cross-functional operating decisions are made promptly within the plan, with only true strategy questions escalated to the CEO.
• The highest-priority cross-functional problems are resolved with a clear functional owner and a system fix, so the same fires are less likely to return.
• Leaders use one trusted scorecard to run business reviews, and planning cycles land on time with less manual effort spent assembling status.
• Major changes land on plan, with clear communication and the people affected treated well.