General Manager Operations

What This Role Is 

This is not a functional head role. It is a cross-functional leadership role. You do not own one department 

— you own the operating rhythm of the entire business. Finance, Ecommerce, Sales, Procurement, HR, 

and SCM all run better because of how you coordinate, push, and hold them accountable. 

What You Will Own 

Business Metrics & Performance Control 

•Own the weekly MIS across all channels — Amazon, Flipkart, D2C, Offline, B2G. Know the numbers before 

anyone else does. 

•Track CM1 and CM2 at channel and SKU level. When a margin is slipping, identify it before it becomes a 

problem — and act. 

•Monitor ad spend vs budget per platform weekly. ACOS, ROAS, revenue attribution — these are your 

language. 

•Working capital metrics — DSO, DIO, DPO — tracked weekly. Surface cash flow risks before they become 

crises. 

•Own the weekly review rhythm — Day 1 Revenue, Day 2 Spend, Day 3 Profitability. Run the meeting, drive 

the actions, follow up on closures. 

•Price deviation tracking — flag any variance from approved pricing to Management immediately. 

Operations & Cross-Functional Coordination 

•Be the bridge between Ecommerce, Sales, Finance, Procurement, HR, and SCM. When departments are not 

talking, you make them talk. 

•Own the operational calendar — what is due, who is responsible, and whether it happened. Not as an admin 

— as an enforcer. 

•Ensure procurement financial sign-offs happen on time. No PO should be delayed because finance and 

procurement are not aligned. 

•Coordinate marketplace performance reviews with the Ecommerce team weekly. Hold them to the numbers. 

•Interface with the distributor and offline sales teams on collections, credit limits, and outstanding — ensure 

finance is getting what it needs from Sales. 

•Ensure B2G and tender execution is on track milestone-wise. Coordinate operations documentation with 

finance for invoicing. 

SOP Definition & Enforcement 

•Define SOPs for every repeatable process that currently runs on individual judgment — payments, 

procurement, returns, collections, reporting. 

•Once SOPs exist, your job is to ensure they are followed. Not once — consistently. Catch deviations early, 

correct them, and improve the process. 

•Own the approval matrix — who approves what, at what threshold, and in what sequence. Keep it updated 

and enforced. 

•ERP discipline — ensure every team is using the system correctly and no parallel trackers are replacing the 

system of record. 

Team Motivation & People Management 

•Be the person team leads come to when they are stuck — not to escalate to the founder, but to get 

unblocked. 

•Run weekly 1-on-1 pulse checks with functional heads. Catch disengagement, conflict, and performance 

issues before they surface as problems. 

•Own performance accountability — ensure every team member has a clear target and knows whether they 

are on track. 

•Drive a culture of ownership — where people take responsibility for outcomes, not just activities. 

•Work with HR on hiring pace, onboarding quality, and retention issues. Be the operational voice in people 

decisions. 

Commercial Decisions Within Defined Authority 

•Approve vendor payments and procurement orders within the defined threshold — without routing to the 

founder for every decision. 

•Give financial sign-off on marketing spends, channel promotions, and schemes within approved budgets. 

•Escalate to Management only when a decision is above your authority or involves a strategic call — not for 

routine approvals. 

What Good Looks Like in This Role 

•Management is never surprised by a number at the end of the month — because you surfaced it at the 

beginning of the week. 

•Every team knows what they are accountable for and has no excuse for not knowing their numbers. 

•SOPs exist for every repeatable process, people follow them, and deviations are caught within 48 hours. 

•The weekly review meeting runs without the founder having to chase data — because you already have it and 

the agenda is set. 

•No department is a silo — because you are in all of them, connecting the dots. 

You Should Apply If 

•You have run operations, growth, or commercial functions in a startup, D2C brand, ecommerce company, or 

consumer goods business — and have scars to show for it. 

•You are comfortable with numbers — not as a finance person, but as someone who reads a P&L, 

understands channel economics, and can tell when a metric is lying. 

•You have managed cross-functional teams — not just your own — and know how to get things done through 

people you do not directly control. 

•You have built SOPs and actually enforced them — not just documented them and moved on. 

•You are direct, decisive, and comfortable holding people accountable — including people senior to you in 

tenure. 

•You thrive in environments where the structure is not fully built yet — and you see that as an opportunity, not 

a problem. 

You Should NOT Apply If 

•You need a fully structured environment to operate effectively. 

•You prefer to stay within one functional lane rather than move across all of them. 

•You are primarily a finance or compliance person — this role is commercial and operational, not accounting-

driven. 

•You are looking for a role where decisions flow down to you — here you make decisions and drive others to 

execute. 

Bonus If You Have 

•Experience in ecommerce operations — Amazon/Flipkart seller or vendor operations, D2C brand, or 

marketplace analytics. 

•Exposure to import-heavy or manufacturing businesses — landed cost, procurement, supply chain. 

•Worked in a company in a similar growth stage — 40–100 people, multi-channel, ambiguous but fast-moving. 

• •Built or scaled a business function from scratch — not inherited a running system.