Sr. Director of Fulfillment Operations

Harbor Compliance is a leading technology platform for entity compliance, helping more than 80,000 businesses and nonprofits manage licensing, tax registration, and legal entity requirements nationwide. Founded in 2012 and recognized repeatedly by the Inc. 5000 and Deloitte Technology Fast 500, we've grown through five strategic acquisitions — and are now backed by a 2026 majority growth investment from Bregal Sagemount to accelerate product, AI, and customer experience. We're a passionate team making compliance simpler and smarter for every organization we serve.

About the role

Harbor’s intelligent automation team, led by the Sr. Director of Process Engineering, is building agentic workflows to move compliance filings from manual execution to automation-first processing at scale. The Sr. Director of Process Engineering owns the technology — but its impact depends on adoption by the compliance analyst organization. This role owns that gap.

We’re hiring a Senior Director, Fulfillment Operations to drive adoption of automation across compliance analysts, extract institutional knowledge for automation, run QA triage that feeds back into product and workflow improvements, and lead the 12–18 month transformation of the operating model. This is a direct report to the CCO. You will lead the compliance analyst org (Corporate and Nonprofit) and Partnership TL, owning team throughput and quality, and partner closely with the Sr. Director of Process Engineering on the shared north star metric: cost-per-filing.

Key Responsibilities

Automation Adoption and the CA–Automation Loop

• Drive adoption of automation tools built by the Sr. Director of Process Engineering — ensuring all eligible filings follow automated paths and owning adoption rates
• Partner with the Sr. Director of Process Engineering on a systematic approach to rapidly extract and document compliance analyst knowledge; prioritize and track this via metrics (e.g., filing types documented) to scale automation and agentic workflows as efficiently as possible.
• Establish systems to monitor QA trends, triage root causes (automation vs. analyst quality), route system gaps to the Process Engineering team, and manage CA performance deficiencies through formal HR channels.
• Partner as peers with the Sr. Director of Process Engineering — owning the human and organizational side of the same automation system

Compliance Analyst Team Leadership and Transformation

• Lead compliance analyst org (Corporate & Nonprofit) and QA — set standards, manage performance, and drive the automation-first talent transformation
• Enforce scaling SLAs, output expectations, and resource capacity planning as automation expands; adjust CA task-handling times accordingly, train the team, and leverage performance management channels to address any throughput issues.
• Craft and evolve the definition of the new Compliance Analyst role as automation expands, identifying high-potential analysts who fit the updated skillset and managing team transitions 
• Run structured weekly 1:1s with direct reports and leadership cohorts, upskilling team leads to ensure they consistently deliver data-driven metrics on individual output, QA, and team-wide performance.

Cost-Per-Filing and Metrics Infrastructure

• Build cost-per-filing measurement system from scratch, set baselines, and drive improvement with the Sr. Director of Process Engineering and Finance (shared metric)
• Own SLA attainment and QA outcomes across all fulfillment types, tracking individual CA deficiency and throughput metrics to drive strict performance accountability.
• Deliver monthly fulfillment scorecard to CCO: adoption, cost-per-filing, QA loops, automation coverage, and margin impact

Requirements

• 7+ years ops leadership, including 3+ years managing manager-level teams in high-volume environments (compliance, BPO, professional services, or similar)
• Proven experience driving automation adoption and leading the human change management behind operating model transformation
• Track record of org transformation: role redesign, performance standard resets, and talent transition at scale
• Demonstrated success in rigorous performance management, establishing strict team accountability to output metrics, process consistency, and quality work
• Built operational measurement systems from scratch (unit economics, SLAs, cost-per-unit tracking)
• Strong ana