Who we want
Shape Fund Operations.Build the engine underneath the product.
The funds product is the next launch, and what we need now is the funds expertise to actually build it. A funds product that runs itself — automated where it can be, transparent to customers, audit-ready by default. The opposite of the black box most fund admins still are.
Fund operations, SPV operations, and the finance stack that runs both. Capital calls, reconciliations, valuations, LP reporting, the ledger, tax, audit, controls. You partner with product to embed fund logic into the platform itself, and design the systems underneath that turn manual workflows into automated ones.
In this chapter
Who we want
Operators who build
the system.
We're after a specific kind of person. Here's the shape of it.
What this role is not
A fund admin operator
Runs capital calls, reconciliations and LP reporting against a process someone else designed. Stays inside the operations seat. Comfortable with spreadsheets, manual workflows, and "this is just how fund admin works." That is not this role.
A CFO removed from the build
Owns finance from the top but isn't in the product, the ledger, or the operating detail of how funds actually run. Sets strategy without designing the systems. That is also not this role.
What we are looking for
Someone who knows what we don't. Knows how funds and SPVs actually run end to end across UK nominee, English LP and Delaware LP structures. Knows how multi-jurisdictional tax reporting works in practice. Knows what audit-ready and automation-ready look like because they've built towards them, not just operated within them. The kind of person who hates that fund admin is held together by manual processing and legacy thinking, and has a view on how to fix it.
In practice
- 01
Designed how fund ops actually runs. Not just executed against someone else's design. Workflows, controls, quality standards. You define the operating model from first principles.
- 02
Real technical fund mechanics. You've owned fund administration end to end across structures like UK nominees, English LPs and Delaware LPs. Capital calls, distributions, accounting, investor reporting, tax filings. Recently enough that your instincts are still calibrated.
- 03
Technical authority under pressure. When the situation is complex — LPA interpretation, multi-jurisdictional tax, audit edge cases, MFN clauses — you can look at it and form a clear view. CFOs, GPs, and auditors come to you, not the other way around.
- 04
Product instinct. You partner with product to embed fund logic into the platform itself. You sit in a product conversation as a peer who shapes what gets built, not a stakeholder who gets shipped to.
- 05
Systems thinking over manual processing. You see inefficiency as a design flaw, not a fact of life. Spreadsheet-stitched workflows make you want to rebuild them. Manual reconciliation makes you want to automate it.
- 06
Speed and bias for action. You'd rather ship a working v1 of an automated workflow in week two than design the perfect operating model by month three. You build, observe, refine.
- 07
Ownership appetite. If something is wrong with how the operation runs, you fix it. It doesn't matter whether it's in the system, the process, the data, or someone else's lane. The accountability is yours, full stop.