Now Hiring: Employer Operations Division · Req. 2026-01

This is a senior-level, full-time individual contributor position. The organization will provide infrastructure with genuine operational stakes, a service management practice built on defensible outcomes rather than sentiment, and the professional latitude to do the work without a management title standing between competence and authority.

• Maintain a mature change management process, or demonstrate genuine intent and a concrete plan to build one.
• Maintain and mature operational policies and procedures more broadly, or demonstrate the same genuine intent and a concrete plan to build them.
• Measure service organization effectiveness against outcome-based metrics — self-service adoption, knowledge base utilization, deflection rate, issue and problem recurrence, change success rate, and environment health relative to configuration drift — rather than user sentiment or ticket volume in isolation.
• Budget for, and adhere to, a standard hardware and software refresh cycle.
• Provision systems according to actual workload requirements. Not all workloads are equivalent: word processing and calendar management do not carry the same resource demands as 3D CAD. Meeting minimum specification allows a system to power on; it does not guarantee meaningful productivity.
• Communicate change to the user base in proportion to its actual impact. Communication and expectation-setting should be standard practice, but not every change warrants the same treatment — removing a widely used application calls for direct, "eyes-on" communication, while routine changes such as monthly security patching can be handled through standard channels like an intranet calendar or department update.
• At the leadership level, understand the broader impact of systemic changes, allow adequate time and space for stakeholder communication, and remain receptive to feedback — including the occasional exception or alternative solution when a uniform rollout isn't the right fit.

• Regards the IT organization as a necessary, value-adding function for mission execution and organizational success — not a cost center to be minimized.
• Regards artificial intelligence as a tool for augmenting human judgment and capability, not a substitute for it.
• Recognizes Agile as a framework for iterative development, collaboration, and managed workflow — not as license to derail priorities and justify constant firefighting.
• Makes a genuine, budgeted investment in employee training and career development. A library of free online videos does not, on its own, constitute a professional development program.
• Extends the same professional recognition and courtesy to its IT/IS staff — from Help Desk through CTO — as it does to other credentialed disciplines such as CPA, PE, or MBA. IT is a discipline in its own right, and deserves the same professional respect as any other function in the company.
• Recognizes that the support function carries a dual mandate: enforcing policy and procedure, and advocating on behalf of the user base. Because support staff have direct, ground-level visibility into how the organization actually operates, they are well positioned to represent how operational decisions affect productivity — and should be consulted accordingly, not simply informed after the fact.
• Recognizes that not every employee seeking career mobility wants a management track, and supports upward and lateral advancement within individual contributor roles accordingly — including active encouragement toward skills for adjacent disciplines when that's the stated goal. An employee who began their career in support, and is actively asking for more, should have a genuine path forward rather than being left in place indefinitely.

• Sets compensation with the recognition that pay is not only remuneration for work performed, but a practical precondition for employees to live within reasonable proximity to the workplace. An organization based in a high cost-of-living market has an obligation to compensate accordingly — access to talent depends on it.
• Reasonably good coffee and snacks, on-site. IT organizations run substantially on caffeine and carbohydrates, and budgeting accordingly is simply good operational planning.

The same standard of due process and corporate compliance applies at every level of the organization, from front-line staff through directors and executive leadership. No title exempts an individual from the policies that govern everyone else.

Reach out directly — email or LinkedIn. Résumé available in the next tab. References on request, and yes, they're real.