Jobs and Careers

VP Business Operations, Strategy & People

New York City, United Statesfull_timeVerifiedPosted 28 Apr 2026

💰 $275,000/yr($250,000/yr – $275,000/yr)

About the role

The Role

We are looking for a senior operator to build and run the operating system of Veho and help us climb to new heights.At Veho, we deeply believe that culture, talent density, org design, and business performance are all tightly linked. When one changes, the others follow. When designed well, they compound into a real competitive advantage.This role sits at the intersection of business operations, strategy, and people. As the VP Business Operations, Strategy & People will design how we plan, operate, scale our culture, hire and grow top performers and how we solve problems as a company. You will help lead the AI transformation at Veho and help design the organization from first principles - around the right leaders, right functions and right DNA and skillset.
Some of the work is foundational: building the structures, processes, and operating rhythms that allow the company to scale with clarity and speed.
Some of the work is highly dynamic: stepping into ambiguous, cross-functional problems that do not have a clear owner and driving them to resolution.
You should be equally comfortable debating org design with the executive team, redesigning a planning process from first principles, and rolling up your sleeves to solve an urgent operational issue.
This is a high-leverage role and we are looking for a true superstar who likes big challenges, setting a high bar and growing their career with a championship team. When done well, it should make every team at Veho more effective - and raise the performance bar across the company.

What You’ll Own

1. Championship Team Culture & Talent DensityBuild a high-performance culture that is a clear competitive advantage:

Define what “great” looks like at Veho
Ensure talent density across hiring, performance management, and compensation
Build systems that reinforce our values and operating principles in day-to-day work
Shape our employer brand so the right people opt in—and the wrong people opt out

2. Company Operating SystemDefine and continuously improve how Veho operates:

Planning processes (annual, quarterly, and long-term)
Goal setting and OKRs
Operating rhythms and business reviews
Cross-functional coordination

3. Org Design & Workforce StrategyDesign the company to perform:

Define how we structure teams in an AI-native company
Make clear decisions on where and how we hire (US vs. international vs. not hiring)
Continuously evaluate team effectiveness against business outcomes

4. AI as a Core Way of WorkingEnsure AI is embedded in how we build and operate:

Drive adoption of AI across all HQ teams
Set expectations for how AI is used in day-to-day work
Incorporate AI into performance management, hiring, and promotion decisions

5. Cross-Functional Problem SolvingOwn the company’s hardest problems:

Identify high-impact issues that lack clear ownership
Form and lead small, high-performing teams to solve them
Drive structured, data-driven execution with urgency

What Success Looks Like (12 months)

Veho operates with a clear and consistent planning system that aligns teams around the right priorities
Our culture and talent density are visible and measurable drivers of business performance
We have a strong employer brand that attracts high performers and filters out poor fits early
AI is embedded in how teams work, build, and make decisions across the company
Org design decisions are intentional, data-driven, and directly tied to business outcomes
The company consistently solves complex, cross-functional problems quickly and effectively

Who You Are

You are a business operator first.You’ve spent your career solving problems, building systems, and driving outcomes in complex organizations. You understand that most business problems are ultimately people problems—and you know how to design around that.You combine first-principles thinking with a strong bias for execution. You move quickly, ask the right questions, and are not satisfied with incremental improvement when a step-change is possi