Integrator / COO – Payment Processing

Integrator / COO – Payment Processing

Location:Remote – South Africa or Latin AmericaEmployment Type:Full-TimeIndustry:Payment Processing / Financial ServicesReports To:Founder

About the Company

It is a payment processing business within a broader portfolio of companies owned by an experienced U.S.-based entrepreneur.

The founder operates several businesses across industries including home care, payment processing, roofing, ATM services, reputation management, and real estate.

His preferred operating structure follows the principles of theEntrepreneurial Operating System (EOS): the founder operates primarily as the Visionary while strong Integrators or COOs take ownership of execution within individual businesses.

The founder has successfully established this structure within his home care company, which currently has a strong COO and more than 100 employees.

The company does not yet have the same level of operational leadership.

This has become one of the founder's primary concerns.

An attempt was previously made to elevate an internal team member into the leadership position, but it did not ultimately produce the level of operational ownership required.

The company therefore needs an experienced outside operator who can step in as its “captain.”

The Opportunity

We are seeking a highly experiencedIntegrator / COOto assume day-to-day operational leadership of the payment processing company.

This person will serve as the operational counterpart to the founder.

The founder will continue to provide vision, strategy, relationships, ideas, and growth direction. The Integrator will be responsible for translating that vision into execution.

This is distinctly separate from the founder's portfolio-level Chief of Staff role.

The Chief of Staff will help manage priorities across the founder's various companies, while theIntegrator owns execution inside the payment processing business itself.

The founder was explicit that combining these responsibilities into one position would create too much complexity.

Key Responsibilities

Operational Leadership

Take ownership of the day-to-day operating rhythm of the company.

Create clarity around:
* Priorities
Priorities
* Ownership
Ownership
* KPIs
KPIs
* Projects
Projects
* Accountability
Accountability
* Processes
Processes
* Team execution
Team execution
* Operational problems
Operational problems

Ensure the organization consistently moves toward agreed business objectives.

Visionary-to-Execution Translation

Partner closely with the founder to understand his strategic vision and convert it into practical execution plans.

The founder should be able to communicate the desired outcome without needing to personally manage every implementation detail.

The Integrator should determine:
* What needs to happen
What needs to happen
* Who needs to own it
Who needs to own it
* What resources are required
What resources are required
* What the timeline should be
What the timeline should be
* How success will be measured
How success will be measured

EOS-Style Operating Cadence

Establish and run a disciplined operating rhythm consistent with EOS-style management.

This should include structured weekly leadership meetings similar toLevel 10 (L10) meetings.

Create consistent processes around:
* Scorecards
Scorecards
* Rocks / quarterly priorities
Rocks / quarterly priorities
* Issues lists
Issues lists
* Accountability
Accountability
* Weekly metrics
Weekly metrics
* Project updates
Project updates
* Problem solving
Problem solving
* Follow-through
Follow-through

Ensure meetings lead to decisions and action rather than becoming reporting exercises.

KPI & Performance Management

Develop clear performance metrics for the business.

Ensure leadership and employees understand what they are accountable for and how performance is measured.

Create dashboards and reporting systems that give the founder visibility without requiring him to personally investigate the business.

Process Development

Evaluate existing workflows and identify areas lacking structure.

Create and document repeatable processes across relevant functions.

The successful candidate should not require a mature operating system to already exist.

Part of the mandate is tobuild the operating system.

Problem Solving

Own operational problems.

The founder specifically values operators who bringsolutions rather than simply presenting problems.

When an issue arises, the Integrator should investigate it, understand root causes, evaluate options, and present a recommended path forward.

Team Leadership & Accountability

Create a culture of ownership and accountability.

Ensure employees understand:
* Their responsibilities
Their responsibilities
* Expected outcomes
Expected outcomes
* KPIs
KPIs
* Deadlines
Deadlines
* Priorities
Priorities

Address execution gaps quickly.

Develop stronger managers and create appropriate escalation paths so operational issues do not automatically reach the fou